Project Management Plan - Template

D2.
4 Project Management Plan
Proposal
Proposed to: Proposed by: <<CLIENT>> <<CONTRACTOR>><<CONT RACTOR>> Pty Ltd <<CLIENT>> Account Manager Approved by:
Date of issue: Reference number: Version:
14 March 2006 06-033 1.0
Contents
1 Introduction.............................................................................................3 2 Project organisation................................................................................4
2.1 Project team structure...........................................................................................7
2.1.1 <<CONTRACTOR>><<CONTRACTOR>> resources...........................................7 2.1.2 <<CLIENT>> resources.........................................................................................9
2.2 <<CONTRACTOR>><<CONTRACTOR>> roles and responsibilities.................10

2.2.1 Program management team.................................................................................10 2.2.2 Project management resources...........................................................................11 2.2.3 Project control resources......................................................................................12 2.2.4 Solution resources................................................................................................13 2.2.5 Transition resources.............................................................................................15 2.2.6 Communications...................................................................................................17
2.3 <<CLIENT>> roles and responsibilities...............................................................20 2.4 Key personnel.....................................................................................................22
3 Project governance...............................................................................24 4 Key milestones, deliverables, activities, tasks..................................26

4.1 Design phase......................................................................................................26
4.1.1 Project management services..............................................................................26 4.1.2 Induction...............................................................................................................29 4.1.3 Full business requirements..................................................................................30 4.1.4 Full business requirements finishing criteria........................................................31 4.1.5 Full design specification.......................................................................................32 4.1.6 Change management services 3.3.......................................................................37 4.1.7 To-be business requirements specification..........................................................39 4.1.8 To-be design specification....................................................................................39 4.1.9 Implementation project plan.................................................................................40 4.1.10 Implementation resource plan............................................................................40
4.2 Implementation phase.........................................................................................41

4.2.1 Project management services 3.3........................................................................42 4.2.2 Implementation services 3.1.................................................................................44 4.2.3 Change management services 3.2.......................................................................53
4.3 Defect correction services 3.4.............................................................................55
5 Project resourcing.................................................................................56 6 Risk management..................................................................................57

6.1 Methodology overview........................................................................................57 6.2 <<CLIENT>> <<QUALITYSYSTEM>>t..............................................................57
D2.4 Project Management Plan Copyright <<CONTRACTOR>><<CONTRACTOR>> Pty Ltd 2010
Page 2 of 61 14 March 2006
Introduction
Respondents are to provide a high level project management plan for the design and implementation phases of the <<PROJECTNAME>> project. The successful Respondents high level project management plan will be negotiated as part of the negotiations for the Design Services Agreement and will form the basis of the project management plan supplied by the successful Respondent during the design phase of the project. As a minimum, the proposed high level project management plan must include the following information: Project organisation, including all roles, responsibilities and authorities, including identification of key personnel. Project governance arrangements including all committees and reporting arrangements. Key milestones and deliverables and the activities and tasks associated with each of these for the design phase and the implementation phase. Information on how the Respondent proposes to resource the project so that resourcing is adequate to meet (or exceed) the project timeframe; and Information to demonstrate the proposed project management plan minimises the risks to <<CLIENT>>.
The proposed high level project management plan must be consistent with the requirements of the project management plan referred to in clause 3.5.5 of the Design Services Specification.
Project organisation
Project organisation, including all roles, responsibilities and authorities, including identification of key personnel.
In developing the team structure for the <<PROJECTNAME>> project particular focus has been applied to ensuring that key functions and areas of risk are adequately managed and resourced. The following diagram outlines the work streams that provide function focus across the project lifecycle.
Figure 1: <<PROJECTNAME>> project Functions
The following table outlines the key responsibilities of each of the project functions:
Project Function Management Key Responsibilities Project Control Overall management of: Integration: Develop project plan, manage change. Scope: Plan, define, verify and control scope. Time: Define activities, sequence, estimate and schedule activities. Control schedule. Cost: Plan resources, estimate costs and budget. Control costs. Quality: Develop quality plan and control quality. Resourcing: Develop resource plan, organise team, acquire resources and develop team. Communications: Develop communications plan, distribute project information and report performance, define project closure. Risk: Identify and qualify risks, develop and control responses. Procurement: Develop procurement requirements, select sources, administer and close contracts. Administration: Provide administrative support to the project. Standards and procedures: Define design and documentation standards and templates to provide consistency across the project. Quality Assurance: Ensure consistency and quality of project deliverables in accordance defined project standards and templates and with the Design and Implementation Service Specifications. Ensure effective maintenance of project documentation, including effective change control. Project planning: Detailed planning and scheduling of project activities. Testing: Ensure a consistent testing approach across the project to ensure an agreed level of quality. This area will focus on consistent application of a testing scope, methods, tools and defect tracking and resolution. Change and release management: Establish and manage change requests in
Project Function
Key Responsibilities accordance with project procedures and manage the propagation of solution releases. Deployment management: Planning, scheduling and management of the solution rollout to productive operation, system acceptance and legacy system decommissioning. Delivery of the functional and technical solution. Infrastructure: Co-ordinate infrastructure design and implementation to meet the environment requirements to support project activities and in accordance with <<CLIENT>>s enterprise architecture. Security: design and implementation. Data Conversion: make the <<CONTRACTOR>>l transition of data from data definition, modelling, quality, extraction, transformation, load and validation. Supporting technology and application definition and design for: Process modelling Development: Planning and sourcing of development resources, definition of standards and quality review. Portal Field computing Interfaces. Establish future operating strategy and work practice requirements. Establish system functionality required to enable work practices. Scope and design future business processes. Evaluate products against requirements. Document scope and design decisions. Work with technical team to build and test system functionality. Work with business to establish required work practices. Resolve issues with business process owners. Deliver enabling system functionality and work practices. Confirm that delivered functionality supports business requirements. Provide an overarching approach to leading/managing transition and change across the program and provide an integrated, consistent strategy and consultancy to stakeholders to enable a smooth transition of solutions into operations. Develop approach for leading and managing change. Work with the business and stakeholders to co-ordinate a whole-of-Initiative approach for leading and managing change. Develop tools and methods to be used by the business in implementing change. Facilitate the change network to assess effectiveness of change planning (what is working), emergent issues (what needs attention) and potential challenges (what needs to be escalated). Assess and plan for the change management capability required for preparation and implementation of the solution. Assess business change readiness. Provide consultancy to the project and the business about change management issues and the recommended approach. Work closely with stakeholders. Co-ordinate and facilitate change within the business; Plan and co-ordinate change management activities within each of the business unit. Monitor planned outcomes, recommend corrective actions, monitor change enablers/barriers and report progress/status of change within the cluster. Raise change issues to the attention of management for resolution through the governance process. Within the communications strategy, develop tools and methods to support
Solution Technology
Process
Transition
Change Management
Communications
Project Function
Key Responsibilities communication. Develop communication strategies and plans. Develop key project messages and information for communication to business units. Development of communication messages for all stakeholders with project teams responsible for preparation of content and accuracy of messages. Business Transition will ensure consistency of key communication themes and messages. Co-ordination and review of all communication material by Business Transition, prior to release, to ensure consistency and timeliness. Support integration of communications activities across existing communications channels (intranet and extranet sites). Develop methodology and tools to support: Analysis of project process and operational training requirements Design of training solutions Development of project training materials, ensuring consistency across process areas Development and delivery of facilitator training for delivery of end-user training Facilitate inclusion of training delivery timelines to co-ordinate with the deployment plan Learning distribution and tracking method for project training Monitoring and evaluation of training outcomes. Table 1: Project Functions and Key Responsibilities
Training and Knowledge Transfer
2.1
Project team structure

The project team structure has been designed to undertake tasks and activities to fulfil the requirements of the Draft Scope of Work, Design Services Specification and Implementation Services Specification, within the framework provided by <<CONTRACTOR>><<CONTRACTOR>>s <<QUALITYSYSTEM>> Quality System and the governance model defined by <<CLIENT>>. The structure of the <<CONTRACTOR>><<CONTRACTOR>> and <<CLIENT>> team are closely aligned across the solution, technology and transition functions to allow the development of close working relationships, support knowledge transfer and promote system ownership.
2.1.1
<<CONTRACTOR>><<CONTRACTOR>> resources
The following diagram represents the structure of the <<CONTRACTOR>><<CONTRACTOR>> resources during the Design Phase of the <<PROJECTNAME>> project.
Figure 2: <<CONTRACTOR>><<CONTRACTOR>> Resources - Design Phase
The following diagram represents the structure of the <<CONTRACTOR>><<CONTRACTOR>> resources during the Implementation Phase of the <<PROJECTNAME>> project.
Figure 3: <<CONTRACTOR>><<CONTRACTOR>> Resources - Implementation Phase
2.1.2
<<CLIENT>> resources
The proposed structure of <<CLIENT>> resources are outlined in the following diagram:
Figure 4: <<CLIENT>> Resources
<<CLIENT>> functional resources have been aligned to match the defined Scope of Work and grouped within Reference Groups. The functional Reference Groups provide the conduit for the business system, process and data owners to be represented. The Technical Reference Group provided for the integration of IT&T Operations within the project.
2.2
2.2.1
<<CONTRACTOR>><<CONTRACTOR>> roles and responsibilities

Program management team
This layer of management is not depicted within the team structure diagrams above but represents the internal governance arrangements defined by <<CLIENT>>. The following table is provided to ensure a consistent understanding of purpose and key duties with respect to the SAP Integrated Asset Management Project.
Role Executive Steering Committee Key Responsibilities Responsible at the macro level for setting the Group's long term business and IT strategic directions, approval of project scope and resources, and determining enterprise wide policies and procedures. Responsible for providing a holistic asset management solution across <<CLIENT>> business operations. The Project Director is responsible for strategic direction, management and the execution of the entire project and ensuring the <<PROJECTNAME>> project is implemented successfully in terms of the objectives approved by and on behalf of the Steering Committee. This Group is primarily focussed on the operational management and execution of the Project with particular emphasis on the business and technical integration aspects. Responsible for ensuring business involvement, project integration, standardising business practice and effecting cross-functional communication. Represent other business projects and oversee cross project integration. Available to the project management team for expert advisory input. Provide deep knowledge and experience of the Utility and Energy Industry. Available to the Project Director to be drawn upon for their expert input during the Design phase. (Their combined experience in the Utility Industry is in excess of 40 years). Utilise their experience across strategy, regulatory matters, large SAP enterprise projects, risk management, enterprise asset management, change management, stakeholder management and governance support for large projects to support the project. Participate in project QA reviews as required.
Asset Management Systems Steering Committee Asset Management Systems Project Director
Reference Group(s)
Related Projects Advisory Board
Table 2: Program Management Resources and Key Responsibilities
2.2.2
Project management resources

Role LCMG Project Director Key Responsibilities Provide overall strategic direction and management in ensuring the establishment and continuity of a consulting team to lead and guide the customer and to ensure the success of the customers Project. Responsible for planning, monitoring and delivering scoped SAP systems modules and functionality in the customer within the time frame and day to day management of the entire SAP project and consultant team members. Support the management of the project through the provision of specialist skills and resources to address administration, planning, standards, testing and quality assurance. Provide support and assistance to the Project Manager in setting up processes across all areas of project including reporting, time sheeting, project controls and staffing orientation. Facilitate quality assurance and approval on project standards, documentation and project controls. Develop and refine project processes consistent with Deloitte methodologies. Co-ordinate procedures for change/issue/risk management reflective of the project needs and consistent with Deloitte Best Practice standards. Co-ordinate the development and dissemination of project schedules. Develop project communication and reporting processes required. Consolidate technical requirements for configuration, developments, interfaces and conversions to develop the Technology and IT&T Operations Strategies. Operationalise the Technology and IT&T Operations strategies through the Implementation Phase. Co-ordinate the deployment of the required SAP and legacy system landscapes. Co-ordinate the definition of infrastructure requirements definition. Provide technical support to the project. Co-ordinate technical testing of the infrastructure, hardware and applications. Ensure the completeness of the business solution. Overall responsible for the design and testing of all business processes and interfaces to external systems. Responsible for the generation of appropriate test data to carryout defined testing, and execution and approval of the test result in consultation with internal quality control. Responsible for acceptance and user signoff of the acceptance test. Responsible for the integration points within the detailed business processes. Overall control of the enhancements, interfaces and the integration logs.
LCMG Project Manager
Project Control Manager
Technical Architect
Solution Architect
Table 3: Project Management Resources and Key Responsibilities
2.2.3
Project control resources

Role LCMG Project Control Manager Project Administration Key Responsibilities As above. Provide administrative support for the project team. Support the project team in planning and communicating engagement with <<CLIENT>> resources. Support the creation of weekly reports. Develop the Quality Strategy governing the project. Project and methodology audit and quality control against the defined standards and procedures and the Design and Implementation Specification. Monitor the finalisation and acceptance of deliverables and escalate delays through the governance process. Responsible for the design, maintenance and management of the project standards, document templates, forms, project directory structure, file naming conventions, project document control procedures, and project control procedures. Provide the mechanisms to trace requirements through design, solution build, testing and training. Development of the Testing Strategy. Operationalisation of the Testing Strategy through the development of test schedules and plans. Monitor and manage the <<CONTRACTOR>><<CONTRACTOR>> test cycles to ensure compliance with the implementation schedule and requirements. Support <<CLIENT>> test cycles. Generation of test scripts and the execution of tests utilising test scenarios and test data supplied by <<CONTRACTOR>><<CONTRACTOR>> resources for the relevant test cycles. Develop the Deployment Strategy. Operationalise the Deployment Strategy through the Implementation Phase. Consolidate stream plans for the Dress Rehearsal and Go-live to provide a holistic plan for solution deployment and supplement with deployment planning and approval processes. Manage the execution of the Deployment Schedules and plans across the Dress Rehearsal and Go-Live activities. Maintain the Implementation Schedule. Monitor and report on project progress against the schedule. Support the Deployment Manager in the generation and control of the Deployment schedule and plan. Develop the Release Strategy. Operationalise the Release Strategy through the management and control of releases impacting infrastructure, hardware, software and functionality. Define, manage and monitor the Change Request process. Ensure that risks associated with Change Requests are determined, captured and reported. Manage the risk management process.
Quality Assurance
Standards and Procedures Manager
Testing Manager
Testers
Deployment Manager
Project Planner
Change and Release Manager
Table 4: Project Control Resources and Key Responsibilities
2.2.4
2.2.4.1
Solution resources
Solution - technology
Role Technical Architect Security Lead Key Responsibilities As above. Security Consultant Data Lead Data Modellers Development of the SAP Security Profile Definition. Define the SAP Security Specification. Oversee the development of the security solution. Define user, role and profile requirements for the effective testing of security. Oversee the execution of security testing of <<CONTRACTOR>><<CONTRACTOR>> managed test cycles. Formulation of security authorisations for end users in the production system. Ensure that the required level of internal control is designed and built into the upgraded SAP system and the associated business processes. Monitor and manage security issues across the project lifecycle. Provide guidance to <<CLIENT>> resources in the testing of security. Develop the SAP security configuration. Manage the execution of security testing within <<CONTRACTOR>><<CONTRACTOR>> managed test cycles. Ensure that the system controls implemented do not encumber the business processes. Support <<CLIENT>> resources in the development of userid requirements. Build the security authorisation matrix. Manage the testing of the authorisation profiles and functional security. Develop the Conversion Strategy. Operationalise the Conversion Strategy through the development of Conversion Specification and Conversion Plans. Manage and monitor data conversion activities. Support <<CLIENT>> project management in the management of data conversion testing and acceptance. Work with <<CLIENT>> resources to develop data models for legacy and related systems. Support <<CLIENT>> resources in determining gaps between legacy and SAP data models. Develop Conversion Specifications and data extract templates for data loads. Communicate SAP data standardisation requirements to <<CLIENT>> resources. Co-ordinate the provisioning of data extract files with <<CLIENT>> resources. Conduct initial quality assessment of data extract files. Support data conversion activities and validation.
Role Data Developers
Key Responsibilities Develop data load programs as per Conversion Specifications and unit test. Resolve programming issues associated with data conversion programs. Effective and efficient code according to specifications. Ensure programming standardisation. Responsible for delivery of all ABAP development to the designed specification. Manage a team of developers to ensure deliverables are completed in a timely manner. Offer acceptable solutions to assist the developers in completing their tasks. Manage and execute all enhancement programs and unit test. SAP. Manage and execute all interfaces between SAP and related systems. Effective and efficient code according to specifications. Ensure programming standardisation. Recommend where portal based delivery can improve <<CLIENT>> work practices and ease change management burden. Excluded from Project scope. Conceptual design of GIS and Primavera interfaces. Table 5: Technical Solution Resources and Key Responsibilities
Development Lead
Developers
Portal
Field Computing Interface
2.2.4.2
Solution - functional
Role Functional Leads Key Responsibilities To provide the module team with leadership in SAP expertise and to manage the <<CONTRACTOR>><<CONTRACTOR>> functional teams from a deliverable and quality perspective. Define and document solution concepts. Assist in the development of project plan for the assigned module along with <<CLIENT>>s reference groups and system, process and data owners. Advise on the utilisation and allocation of resources. Responsible for updating project management of project status. Ensure that all aspects of the business are investigated to ensure complete configuration of the module. Assist in the standardisation of the processes for <<CLIENT>>. Investigate feasibility, impact and benefits of various designs and recommends the best design and document the solution concepts. Ensuring the correct integration, configuration and testing of the assigned module and process. Responsible for providing module expertise to the team. Responsible for conforming with standards, templates and procedures defined for the project. Assist in the development and execution of data migration strategy for the assigned module.
Functional Consultants
Business Analysts
Oversee knowledge transfer between functional resources and the documentation teams. Identifies and communicates all design issues impacting other modules to the Solution Manager. SAP process and systems design and customisation according to <<CLIENT>>s processes. Execute activities as per project plan. Provision of module expertise to the team. Ensure functional solution is complete and addresses business needs. Supports the investigate feasibility, impact and benefits of various process designs. Promote standardisation of the processes across the customers companies. Development and execution of data migration mapping for the assigned module. Identify and communicates all design issues impacting other modules to the Solution Manager. Provides required support to the documentation team for the documentation of end user process procedures and training material. Develop development specifications. Provide the interface data models to support interfaces and conversion. Support process related activities: Requirements definition documentation Documentation of design and development of specifications Support the population of test scripts Provide knowledge transfer for training documentation services.
Table 6: Functional Solution Resources and Key Responsibilities
2.2.5
Transition resources
Role Transition Director Key Responsibilities Manage Stakeholder relationships. Leads the Change Leadership and Training program for System Design and Implementation initiatives. Addresses program risks and scope issues. Develops scope management and risk mitigation strategies Provides quality assurance of work stream deliverables and approaches. Ensures integration of the global Leadership and Training Program with the overall program objectives. Responsible for updating work plans and creating weekly status reports. Tracks deliverable progress and completion. Works closely with PMO to ensure integration of Change Leadership activities across the project. Responsible for the transition activities within the Change Management stream of work. Responsible for developing and managing the detailed activities of the transition plan, working closely with the Change Director and Knowledge Manager to achieve this.
Transition Manager
Role
Key Responsibilities Assess the readiness for, and manages the impact of the program on key stakeholder groups, that are involved in the Transition. Reports to the Project Manager, co-ordinates the activities within the Change stream of work and plays a key role in delivering Change Management to the client. Develop the Transition plan, and employ the following guiding principles in Transition activities: Full and close involvement of the management team for the project and the key stakeholders for the transition Manage skilled and experienced leaders to lead the transition effectively Build, maintain and support momentum for the transition Keep interested parties informed by way of a fully integrated and engaging communication plan Create a new environment that fosters an effective and motivated workforce. Table 7: Transition Resources and Key Responsibilities
2.2.5.1
Change Management
Role Change Management Lead Key Responsibilities Review and confirm project scope and planning. Develop Change Plan and Strategy. Leadership alignment and management of expectations. Develop and direct appropriate change activities that address key barriers to transformation, including stakeholder management. Conduct regular stakeholder assessment and ensure effective execution of stakeholder management plans. Manage task delivery against release change plan (integrates all core and commercial change activities). Monitor and update change risks and issues log, and escalate as required. Manage execution of Change Champions briefings and monitor effectiveness of cascade process. Share learnings and experience with the program leadership members to ensure effective execution of parallel organisational design and organisation development activities. Ensure all Lead Process Owners associated with release receive direct support and coaching from a member of the Change Team. Provide upward feedback and conduct regular change readiness assessments. Track progress against the project schedule for all of the Change Team activities and provide status/update reports as required by Project Management. Identify team issues, resolve and escalate to the Project Manager as required. Monitor tasks against agreed scope, identify potential scope variations and escalate to Project Manager for review. Participate in identifying project risks and risk mitigation strategies. Execute risk mitigation strategies as required. Proactively manage the Scheduling and attendance of the Business Transformation Change workshops, to ensure a high
Change Co-ordinators
Role
Key Responsibilities degree of business and personal efficiency is achieved. Manage the logistics and set up of the Change Workshops, and if necessary attend the workshop venues, in order to sign off for use and to confirm any special arrangements for the sessions. Proactively manage third party suppliers to agreed time, cost and quality standards, for example Printers, Stationery Suppliers, Hotels. Control of budgets and invoicing for the change programmes, to ensure the necessary controls are managed. Analyse the findings from the Change Solution and Delivery Evaluation and propose recommendations for improvements. Provide administrative support to the Change Manager and Director. Micro manage progress and adherence to plan per work stream. Agree responsibility for development and delivery workshops and change sessions. Review and Development of Change materials. Responsibility for integrating submitted content of overall change programme and conducting final quality review. Delivery of Change Material (if shortage of <<CLIENT>> resource). Table 8: Change Management Resources and Key Responsibilities
2.2.6
Communications
Role Communications Lead Key Responsibilities Define and implement the communication approach. Regular update of project activities, including collation of project news, whos who, presentations, coming soon, interviews with key people (e.g., Key Stakeholders of <<CLIENT>>; various capability leaders; etc.). Focus on making the site interesting, relevant and useful. Manage and coordinate the overall Programme. Communications plan, and support Change Manager and Change Co-ordinator in creating key content for specific activities. Refine external communications strategy and ensure timely development of supporting materials. Work with Change Manager and Change Co-ordinator to develop, refine and execute detailed communication plans and events specific to each release. Integrate Programme and project communications with diary of corporate events / ensure alignment of messages. Plan and implement vocal feedback tool to seek continuous business input on the programme. Contribute to planning and execution of ad-hoc communication activities associated with the program. Table 9: Change Management Resources and Key Responsibilities
2.2.6.1
Training
Role Training Lead Key Responsibilities Execute Training work plan in accordance to the master project plan. Develop End-user Training and Documentation Strategy Planning, development and delivery of training. Develop training and documentation solution design and curriculum. Ensure adherence to the project standards for documentation and training. Conduct Training Needs Assessment. Develop training client strategy. Identify team issues, resolve and escalate to Deloitte Project Manager as required. Monitor tasks against agreed scope, identify potential scope variations and escalate to Deloitte Project Manager for review. Participate in identifying project risks and risk mitigation strategies. Execute risk mitigation strategies as required. Develop programme training strategy clarifying development, delivery and evaluation approaches. Develop overall training plan in line with roadmap and manage delivery against the plan. Define approach for training needs assessment and manage execution via individual projects. Work directly with IT Business Analysts / Project Managers to get consolidated view of technical / process training requirements. Manages relationships with <<CLIENT>>. Define and mobilise set-up of training infrastructure rooms, technical environment, trainer network, e-learning. Ensure effective IT support for training environment and responsible for issue escalation to Service Delivery. Manage the overall process of integrating testing, training and end-user support to ensure applications are effectively embedded within the business. Evaluate trainer capability to ensure streamlined process of content development and end-user delivery. Defines approach for identifying, mobilising and embedding the support network. Support training / coaching of all trainers and super-users. Define and own training material standards. Conducts quality reviews to ensure compliance. Proactively manage the Scheduling and attendance of the Business Transformation End User Training, to ensure a high degree of business and personal efficiency is achieved. Manage the logistics and set up of the <<CLIENT>> Learning Centres, and if necessary attend training venues, in order to sign off for use and to confirm any special arrangements for the courses. i.e., health and safety regulations. Proactively manage third party suppliers to agreed time, cost and quality standards, for example Printers, Stationery Suppliers, Hotels. Control of budgets and invoicing for the training programmes, to ensure the necessary controls are managed. Set up and ensure maintenance of the training database.
Training Documentation and Delivery
Role
Key Responsibilities Analyse the findings from the Training Solution and Delivery Evaluation and propose recommendations for improvements. Provide administrative support to the End User Training Team and assist with distribution of training and supporting material. Ensure timely and effective maintenance of job mapping / training profile, including update of all new joiners. Best practice Training Material Development and Delivery education and knowledge transfer : Course structure Sequencing of flow of material against particular processes Knowledge transfer of SAP Application to <<CLIENT>> Trainers Training standards adherence Train the Trainer skills transfer. Provide working examples of SAP Training Material: Training Development Templates Mapping of SAP transactions against courses Library of Sample SAP training material across broad range of processes Exercises. Micro manage progress and adherence to plan per work stream: Agree responsibility for development and delivery of individual courses with LPO and Training Developers Weekly task plan for each Trainer. Review and development of training materials. Responsibility for integrating submitted content of overall training solution and conducting final quality review. Delivery of training material (if shortage of <<CLIENT>> resource). Table 10: Training Resources and Key Responsibilities
2.2.6.2
Knowledge Transfer
Role Knowledge Transfer Lead Key Responsibilities Develop Knowledge Transfer plan and session timetables. Develop knowledge collateral Database structure and infrastructure (such user access). Manage knowledge transfer resources. Compile list of all types of documentation required to be updated.
2.3
<<CLIENT>> roles and responsibilities

Role <<PROJECTNAME>> project Manager Key Responsibilities To manage and execute the operational plan. Responsible for planning, managing and effectively implementing scoped SAP systems modules and business process functionality in the Business within budget and on schedule. Responsible for management of the project activity plan, its assigned team members and other resources as allocated to achieve defined project deliverables. Responsible for co-ordinating assigned process team/s and business activities. Responsible for planning, monitoring and delivering required function input from <<CLIENT>> resources. Co-ordinate <<CLIENT>> Reference Groups (Finance, Integration and Logistics) in their engagements with <<CONTRACTOR>><<CONTRACTOR>> resources. Oversee and monitor system, process and data owners activities. Ensure requirements are holistic and support business requirements. Plan and monitor reference group and system, process and data owners activities. Ensure adequate input from system, process and data owners. Co-ordinate walkthrough workshops and manage reviews, issue consolidation, presentations of reworked components, acceptance and signoff. Co-ordinate and monitor <<CLIENT>> managed test cycles (functional and training material), re-testing of failures, acceptance and signoff. Co-ordinate standardisation of business process and decision making. Team members have been defined based upon the functional scope defined in the <<CLIENT>> Scope of Work Provide business process expertise to the project. Provide a focal point for decision making regarding standardisation of business processes. Co-ordinate system, process and data owner activities across requirements, design walkthroughs. Support training and transition activities. Day to day management of the SAP module project, team members and other resources allocated to the module. Prepare data quality guidelines for legacy system data. Manage the standardisation of structures and classifications to enable data and process standardisation. Develop guidelines for legacy system, process and data owners to support the population of data extract templates. Review conformance to standardisation guidelines and quality of data extract files. Support legacy system, process and data owners in the cleansing and enhancement of legacy system data and in the development of plans to enhance data. Support the generation of legacy and related system data models. Assist in the determination of gaps between the legacy data models and the solution data models.
Solution Manager
Reference Group Team Leaders Finance Integration Logistics
Reference Group team members
Data Manager Functional
Role Technical Manager
Key Responsibilities Responsible for delivery of technical services to the project from the IT&T Operations Group, execution of Change Control activities across infrastructure, hardware and application installation and technical support. Provide infrastructure and infrastructure resources to the project. Provide Basis resources to the project to establish systems, instances and clients as required. Co-ordinate and take ownership of the technical data model. Manage the <<CLIENT>> enterprise architecture. Support the Technical Manager in the evaluation and approval of proposed technical solutions delivery. Establish legacy and related system environments to support project activities. Delivery of technical solutions to support project activities. Installation and support of project tools including Solution Manager, ARIS, testing tools, training applications. Ensure tools skills development within the IT&T Operations Group. Provide Basis resources to support project activities. Support the integration of tools to the SAP systems. Provide maintenance of the SAP landscape. Provide technical support of data extract activities through the provision of tools and resources. Establish repositories for data extract files. Provide existing legacy and related system data models to the project team. Assist through the provision of training and resources in the manipulation (value mapping and data alignment) of data extract files to meet required standards. Assist in the planning and delivery of change, training and knowledge transfer activities. Oversee the detailed planning and scheduling and logistic of change, communication and knowledge transfer activities. Support the assessment of needs and skills. Identification of the local impacts of the project on staff, policies, forms, processes and local work procedures through analysis of change impacts and other project information. Development of transition plans as required. This includes responsibility for identifying and implementing changes to forms, processes, policies and procedures within their business unit. Implementation of the change management plan for their business unit which feeds into the detailed Change Management Plan managed by the Change Managers. Report on progress against the detailed Change Management Plan to the Change Managers. Communication of information concerning the project to all business unit staff. Planning and scheduling of the training plan, to deliver appropriate training sessions to each <<CLIENT>> user. Arranging facilities for training delivery and distribution of access rights to training material. Monitoring attendance at training sessions and conducting
Technical Reference Group
Infrastructure Coordination Group
Basis Team
Data Manager Technical
Business Transition Manager
Change ordinators
Co-
Training ordinators
Co-
Role
Key Responsibilities skills assessments post training. Plan and schedule follow-up training where skills levels are not achieved. Receive Train-the-Trainer training and familiarisation with training material. Deliver training as required by the training plan. Manage knowledge content. Planning and scheduling of the knowledge transfer plan, to deliver appropriate training sessions to required <<CLIENT>> user. Arranging facilities for knowledge transfer delivery and distribution of access rights to knowledge material. Monitoring attendance at knowledge transfer sessions and conducting skills assessments post knowledge transfer sessions.
Knowledge Transfer Co-ordinators
Table 11: <<CLIENT>> Resources and Roles and Key Responsibilities
2.4
Key personnel
<<CONTRACTOR>><<CONTRACTOR>> selected key personnel for the <<PROJECTNAME>> project based on our view of the work streams and interdependencies between them. Our approach has been to select people to fill the key roles in each work stream. We view the key personnel as being accountable for the quality of all deliverables in their work stream and for ensuring that their deliverables are consistent with the requirements of all other related work streams. It is our experience and our expectation that <<CLIENT>> will also nominate suitably qualified key personnel for the <<PROJECTNAME>> project. <<CONTRACTOR>><<CONTRACTOR>> key personnel will work closely with them to ensure the best project outcomes for <<CLIENT>>. The diagram below highlights the key position roles within the team structure. The table that follows aligns the positions to the individuals that are being proposed for each role.
Figure 5: Key Position Roles
Key Positions <<CONTRACTOR>><<CONTRACTOR> > Project Director <<CONTRACTOR>><<CONTRACTOR> > Project Manager Project Control Manager Solution Architect Finance Team Leader (FI/CO/AA) WAM Team Leader (PM/SM) Projects Team Leader (IM/PS) Technical Architect Transition Manager Communications Lead Change Management Lead Training Lead
Names of Personnel Graeme Young Chris Fogg David Barbera Paul McKeon Nick Haley Johan Pries John Blanchfield Anthony Shipp Pip Dexter Daniel Cook Samantha Bell Ayman Mohamed Table 12: Key Positions Personnel
Project governance
Project governance arrangements including all committees and reporting arrangements.
The following table and governance framework diagram outline the proposed governance bodies, their responsibilities and reporting arrangements.
Group Steering Committee Roles and Responsibilities The steering committee provides guidance and direction regarding the implementation of <<PROJECTNAME>>. Specifically the steering committee will: Provide direction and leadership to the Project Management Team regarding the monitoring of risks, resourcing and achievement of deliverables. Monitor progress against key milestones and deliverables. Resolve resourcing issues. Resolve issues with related project implementations. Report progress to the <<CLIENT>> Executive Management and Information Management Groups. Business Process Integration Group (BPIG) The role of the BPIG will be to: Decide on standardised processes as recommended by the PRGs Monitor overall implementation Mitigate risks from a business perspective. The PRGs are responsible for: Representing SAP, legacy and related system process, system and data owners. Identifying common processes. Determine consistent and standardised processes. Escalate issues for resolution to the Business Process Integration Group. Provide recommendations on best practice to the BPIG.
Process Reference Groups (PRG) Finance Integration Logistics Technology Established to cover the diverse business process areas covered by the <<PROJECTNAME>> project. Project Management Team
The Project Management team is accountable to the Steering Committee for ensuring that business outcomes are met. This team will: Lead and manage implementations to ensure that timeframes, project milestones and sustainable outcomes are achieved. Provide direction and support to implementation teams. Facilitate provision of resources from the organisation. Act as primary reporting relationship to their organisation. Determine project scope and timeframe. Co-ordinate and allocate tasks and activities to the implementation teams. Escalate unresolved issues to the steering committee.
Implementation teams
Responsible for the implementation and delivery of the product for
Group
Roles and Responsibilities example, Finance, Procurement, Change management. Deliverables include: System Testing, UAT, and Training Data conversion Data integrity Processes and controls Interfaces Documentation
Teams will be formed for specific processes such as finance, projects
Cross functional teams will be responsible for Communications, Change management and technology. Project Assurance The Project assurance team is independent of the implementation team and: Monitors project performance including deliverables, timeframes cost and quality. Monitors project risk Monitors changes to project baseline Table 13: <<PROJECTNAME>> Governance Groups Key Responsibilities
Figure 6: <<PROJECTNAME>> Governance Framework
Key milestones, deliverables, activities, tasks

Key milestones and deliverables and the activities and tasks associated with each of these for the design phase and the implementation phase.
As requested this section defines the tasks and activities required to deliver the project in conformance with <<CLIENT>>s Design and Implementation Services Specifications. It is not intended to define responsibilities for specific activities and tasks. The effort in many areas will be collaborative and will be further refined through the development of Strategies during the Design Phase. The definition of milestones, deliverables, activities and tasks has been aligned to the structure of the Design and Implementation Services Specifications. Each response is cross referenced back to these source documents.
4.1
Design phase
The following diagram outlines the high level work packages to be delivered across the design phase. These work packages have been referenced to the Design Service Specification to ensure alignment to <<CLIENT>>s requirements.
Figure 7: Design Phase Project Plan
Due to the sequential nature of the defined work packages and the nature of the deliverables defined the completion of each will be considered a key milestone. The following tables outline the deliverables, activities and tasks associated with delivery of the work packages.
4.1.1
Milestone/ work package Project Management Services 3.5
Project management services

Deliverables Activities and tasks
Project Governance 3.5.2
Define internal and external stakeholders. Define the governance structure, authorities and resourcing across the structure. Define the engagement model across
Milestone/ work package
Deliverables
Activities and tasks
Project Management Services 3.5.3
<<CONTRACTOR>><<CONTRACTOR>>, <<CLIENT>> and other stakeholders resources across the Design phase (team structures and dependencies). Represent the project across the governance structure as required by the agreed governance framework: Steering Committee Project Leadership Team Reference Groups (functional and technical) Change Request review groups Business and Stakeholder communication sessions as prescribed by the Design Phase communication plan. Confirm the project structure for <<CONTRACTOR>><<CONTRACTOR>> resources. Define the project structure for <<CLIENT>> resources. Identify and escalate issues and risks through the governance process as prescribed by project standards. Promote business and stakeholder involvement through definition of their responsibilities to the project and the scope of their engagement. Support the <<CLIENT>> project team in achieving business and stakeholder involvement. Maintain a risk register and monitor mitigation activities. Review and escalate project risks through the governance framework. Develop and maintain the Statement of Work in accordance with Design Services Specification 3.5.4 (Project Scoping Services). Develop a Project Management Plan to govern Design Phase project activities in accordance with Design Services Specification 3.5.5 (Project Planning Services). Develop and maintain a detailed Resource Plan to achieve the project scope, deliverables and timeframe in accordance with Design Services Specification 3.5.6 (Resource Planning Services). Provide methodologies, strategies, processes and systems to support project activities. Develop and agree high level strategies to confirm approach and methods prior to full strategy development. Ensure consistency of project activities and deliverables through the definition, communication and training of project standards and templates. Develop and maintain a communication plan that keeps the project team, business and stakeholder resources informed of project activities. Proactively assess, monitor and escalate project risks. Be aware of, and plan project activities in accordance with operational policies as communicated by <<CLIENT>>. Define applications, processes and classifications to identify, manage and resolve risks / issues. Define LCMG internal quality assurance scope: Compliance to standards and procedures Compliance to Service Specification. Define templates and procedures for Weekly Status Reports, Minutes.
Deliverables
Quality Strategy (whilst not a specified deliverable, the Quality Strategy consolidates <<CLIENT>>s requirements from a number of services across the Design Services Specification)
Project Scoping Services 3.5.4
Project Planning Services 3.5.5
Project Resource Planning Services 3.5.6
Identify and qualify project risks, review containment and contingency plans, schedule risk mitigation activities within the project schedule. Develop a Quality Strategy to includes the following key project control elements: Definition of standards and templates Project internal compliance audits Document control and approval Issue management Staff induction program Staff product training Peer reviews External Quality reviews Roles and responsibilities Project planning and progress reporting Budget and procurement control Baseline control (including change control) General administration and housekeeping Management framework. Define risks to the quality of activities and deliverables and address them through the project team training plan and induction sessions. Manage and maintain the Statement of Work. Define end-to-end process chains and support processes and map to Scope of Work. Map system, process and data owners to process chains and reference groups. Define end-to-end process chains and support processes and map to Scope of Work. Develop and manage the Change Request process. Define the Change Request templates and procedures including rules for the determination of effort, price, schedule impact and project risk. Develop and maintain project schedules and plans to ensure the efficient utilisation of project team, business and stakeholder resources. Including: Tasks and activity definition Dependencies Duration, start and end dates Resources Dependencies. Update the schedules and plans to accommodate approved change requests. Determine and update progress against the schedule and plans. Support <<CLIENT>>s resources in planning and scheduling of activities involving business representatives and other stakeholders. Ensure activities required to support risk containment and contingency plans are integrated in the project schedule and project plans. Develop and maintain a resource plan to fulfil the project schedules and plans. Define induction content:
Deliverables
Document Services 3.5.7
Design Acceptance Services (Requirements and Design) 3.5.8
Scope Control Services 3.5.9 Technical Environment SAP
Project overview Standards and procedures Issues management Document management ARIS standards and templates Documentation standards and templates. Map system, process and data owners to process chains and reference groups. Agree resource quality, performance escalation procedures with <<CLIENT>> project management. Define document management repository structure and classification schema. Establish documentation standards and templates. Establish LCMG review and approval procedures. Manage the review and update of documents through LCMG and <<CLIENT>> approval cycles. Lodge and maintain documents within SAP Solution Manager. Develop document templates and standards. Define versioning standards. Internal quality assurance of Requirements and Design deliverables to standards and Finishing Criteria. Assembly of documents to support Requirements and Design walkthroughs. Conduct walkthroughs, minute, refine and update deliverables. Progress documents through acceptance steps. Define change request processes, evaluation and approval requirements. Define requirements for SAP project sandpit and prototype environments. Establish standards for configuration release. Establish Solution Manager environment. Define issues management system requirements (Solution Manager). Define and establish document management system standards (Solution Manager). Define ARIS application requirements.
Table 14: Project Management Services Deliverables, Activities and Tasks
4.1.2
Milestone/ work package Induction
Induction
Induction Sessions
Deliver project induction. Project overview and timeframes. Project scope. Project resource structure. Quality standards and review processes Standards, templates and procedures Issues management Risk identification
Deliverables
Change request processes. Tools training. Table 15: Induction Deliverables, Activities and Tasks
4.1.3
Milestone/ work package Full Business Requirements 3.1
Full business requirements

Work package Kickoff
Enterprise Structures Conduct requirements workshops infrastructure Conduct requirements workshops - functional
Prepare project team kick-off material. Deliver kick-off sessions. Deliver project team training in ARIS application and standards, documentation standards. Perform communication activities as per communications plan with legacy system owners. Conduct enterprise structure workshops and document structures. Conduct infrastructure and legacy system workshops and document infrastructure and environment landscape, application architecture. Conduct end-to-end process workshops: Core processes: Invest Planning for Capital Assets Investment Project Planning and Scoping Investment Project Execution Phase-In Maintenance Planning Preventative Maintenance (inclusive of inspection and calibration) Corrective Maintenance Phase-Out / Shutdown Refurbishment Retirement. Support Processes: Services and Service Parts Requirements processing Third Party Procurement Receipt and Service Entry / Invoice Verification / ERS (Evaluated Receipts Settlement) CATS Document Management System (utilising Cimage) Work Clearance (assumed to be out of scope). Finance function Controlling General Ledger Profit Centre Accounting Customisations for retirement CCS HR. Workshops are to define:
Deliverables
Conduct requirements workshops transition Verification
Business process Process metrics Business rules Business reporting Data models Interfaces Role definitions Security and authorisations. Conduct related system (GIS, Primavera, CHRIS) workshops to define: Business process integration Related system to TIBCO interface specifications Process metrics and delivery requirements Business rules Data model Data metrics. Conduct legacy system workshops to define: Data definition, data model Data metrics. Conduct legacy system workshops to define: Change management impacts.
Map requirements to Scope of Work and resolve gaps with Reference Groups. Review Full Business Requirements processes against best practice process maps and information management standards and resolve gaps through consultation with Reference Groups. Final LCMG review of Quality against standards, Design Services Specification and Scope of Work. Conduct external reviews. Consolidate risks and ensure containment and contingency plans have been developed.
Table 16: Full Business Requirements Deliverables, Activities and Tasks
4.1.4
Milestone/ work package Full Business Requirements Finishing Criteria 3.1.2
Full business requirements finishing criteria

Full Business Requirements
Full Business Requirements walkthrough
Construct Full Business Requirements walkthrough documents: Requirements map asset lifecycle processes Process overviews end-to-end and support business processes (including related systems) Data definitions organisation structures, master data and parameters / classifications Process definitions process steps, business rules, features and functions. Present Full Business Requirements workshops utilising: A top down approach Visual aids ARIS process flows, prototypes Relevant examples. Review, clarify, modify and accept progressively.
Deliverables
Confirm conformance to criteria. Table 17: Full Business Requirements Finishing Criteria Deliverables, Activities and Tasks
4.1.5
Milestone/ work package Full Design Specification 3.2
Full design specification

Work package kick-off
High level strategies
Prepare project team kick-off material. Deliver kick-off sessions. Deliver project team training in standards, documentation templates, tools. Define and confirm high level strategies to confirm a shared vision by <<CONTRACTOR>><<CONTRACTOR>> and <<CLIENT>> covering: Scope Approach Methods Tools Resource roles and responsibilities Risks. Strategies required: Conversion Technology IT&T Operations Testing Deployment.
Deliverables
Design Definition 3.2.7
Business Process Definition 3.2.8
Define overarching solution concepts: Solution map asset lifecycle processes Process overviews end-to-end and support business processes (including related systems) Core processes Support processes Finance function Document management system (Cimage) Interfaces GIS SAP interface conceptual design Primavera SAP interface conceptual design CHRIS SAP CATS interface CHRIS SAP interface Data definitions organisation structures, master data and parameters / classifications Process definitions process steps, business rules, features and functions Architectural overview. Develop documentation map to show document relationships and document hierarchy. Change management overview. Technology and operations overview: skills, roles and responsibilities, background processes, scheduled activities, logs. Undertake risk assessment, develop mitigation strategies, determine likelihood and impact. Assumptions supporting the solution. Dependencies: related systems, out of scope systems, related projects. Legacy system replacement assessments including scope of solution requirement, process variability, data model and data migration: NAMSPL Portable Earth Database. Detailed business process definitions: Process description Sub-process descriptions and ARIS flowcharts Business rules and policies Data and information flows Role definitions and security requirements Reports (standard R/3 reports and BW standard extracts) Form layouts Workflows Data validations (master data parameters, structures, classifications) User exits Developments. Consolidated data model (see Conversion Strategy below). SAP data models for legacy system data loads: Asset master data Asset maintenance history Asset condition records
Deliverables
SAP Configuration Definition 3.2.9
SAP Security Profile Definition 3.2.10
SAP Custom Development Definition 3.2.12
Interface Design Definition 3.2.13
Open work requests Open work orders Open projects Preventative maintenance plans for assets Standard project templates Standard estimating compatible units / templates. Consolidated change impact assessment against legacy systems, defining impacted users (system operators, users, input sources [users and systems], output recipients): Process Roles and security Reports Forms Operations. Deployment strategy and system decommissioning (see Deployment Strategy below). Configuration specifications / descriptions: Enterprise structures Master data / master data parameters Business Processes Cross application components User exits Forms / layout sets / smart forms. Configuration documentation and screen prints. Define security model and method. Implications for HR Organisational Management maintenance. Implications for workflow scnarios. Consolidated role definitions. Profile structures and composite profiles definition: Transactions Organisational elements. Development functional specification description. Business requirement. Functional requirement / business rules. Authorisation requirements. Alternatives considered and reason for rejection. Data requirements (model, definition, dictionary) and validation. Anticipated performance impacts. Test scenarios. Revision log. Development estimates: Technical specifications Coding Testing (Stage 1 through 4 tests). Interface functional specification description. Business requirement. Functional requirement / business rules. Authorisation requirements. Related system and SAP data model. TIBCO transformation specification. Business rules.
Deliverables
Conversion Strategy 3.2.14
Configuration and Development Inventory 3.2.11
Data requirements (model, definition, dictionary) and validation. Anticipated performance impacts. Test scenarios. Integration method (batch / real time). Error management: logs, data correction methods. Service levels. Define strategy scope. Objectives of the strategy. Define the data conversion approach, tools, licensing requirements. Define relationships with other strategies, e.g., testing. Define data retention, and data quality requirements. Define scope of data source systems and data sets Define data ownership across the legacy and SAP <<PROJECTNAME>> data models. Define the roles and responsibilities for conversion related activities. Determine conversion constraints imposed by legacy systems: black-out periods. Consult with legacy system owners to determine available data extract methods. Determine legacy system data volumes. Provide input to modelling standards owned by the Standards and Procedures Manager. Define standards for: SAP system data models Data extract templates. Define responsibilities for data cleansing, data standardisation and data enhancement. Define a responsibility matrix for data conversion activities (consistent with the defined approach and methods) across the project lifecycle. Define the data scope and cycles for testing data conversion consistent with the testing strategy. Define the environment requirements to support data conversion. Define the structure of data conversion plans to be developed by legacy system owner. Provide input to <<CLIENT>>s Functional Data Manager and Technical Data Manager on data analysis and data quality methods and tools. Define validation methods. Identify risks and develop containment and contingency plans. Register of all configuration and developments (reports, forms, custom programs, conversion programs and interfaces) including: Item and description Effort and cost In scope or out of scope Threat and impact of project timeline Business Benefit (for developments only) Options
Deliverables
Technology Strategy 3.2.15
IT&T Operations Strategy 3.2.16
Test Strategy 3.2.17
Future maintenance cost Current and future impact to standard functionality Fit analysis. Define strategy scope. Define <<CLIENT>> infrastructure and application landscape. Define SAP system landscape evolution across project lifecycle (plus 3 years) to support configuration, testing, training, go-live rehearsal, go-live. Define SAP transport landscape and BC set usage and standards. Define related system test environment requirements. Define legacy system test environment requirements. Determine application (SAP and project tools) license requirements based on user data supplied by <<CLIENT>> and project team requirements. Define hardware and infrastructure requirements approach (LCMG is not certified to undertake hardware sizing or assess infrastructure capacity for SAP systems). The approach will define how LCMG will engage with hardware vendors on behalf of <<CLIENT>>). Define DR strategy for the project environment and productive environments. Define related system activities required to support conceptual design activities and define responsibilities. Eg data model and interface specification. Define related system activities required to support data conversion activities and define responsibilities. Eg data model and interface specification. Determine risks and develop mitigation plans, incorporate mitigation plans within the project schedule. Co-ordinate infrastructure analysis to assess its capability to support new <<PROJECTNAME>> functionality, users, data transmission. Determine risks and develop mitigation plans, incorporate mitigation plans within the project schedule. Identify risks and develop containment and contingency plans. Define strategy scope. SAP system and implementation tool operational activities for the project and productive environments (LCMG will only address the SAP application and activities on the SAP side of the TIBCO integration broker). Recommend resourcing levels to support system operations. Determine TIBCO datasets related to each legacy system to support integration broker cleanup. Define related projects and project impacts. Determine risks and develop mitigation plans, incorporate mitigation plans within the project schedule. Identify risks and develop containment and contingency plans. Define strategy scope. Define functional testing scope: processes, interfaces, developments, conversions, documentation. Define technical testing scope: performance disaster recovery. Define testing techniques and their use across the test scope:
Deliverables
Deployment Strategy 3.2.18
black box / white box, positive and negative testing, limit testing, integration point. Define the standards, templates, processes, procedures and tools to be utilised across each test phase. Define standards to ensure end-to-end process documentation supports the <<CONTRACTOR>>l construct of test plans. Define standards to ensure process definitions and business rules support the development of test scenarios. Define test cycles: scope, objectives, approach, priorities, environments, resources and responsibilities, environment access restrictions (to enable test validation eg data load validation). Defect capture and resolution processes, retesting requirements associated with defects. Determine risks and develop mitigation plans, incorporate mitigation plans within the project schedule. Identify risks and develop containment and contingency plans. Define strategy scope. Define document purpose: specify the methods and procedures to cutover legacy data and processes to the <<PROJECTNAME>> solution. Define the requirements of the deployment plan and deployment schedule, and processes for the iterative refinement of the schedule through each system build. Define the processes and resources for providing input to the deployment plan and deployment schedule. Define interdependencies with testing and conversion strategies Define stakeholders and responsibilities. Evaluate deployment approaches: whole of business, phased rollout by system. Define activities to be planned and scheduled: pre-requisites, technical, configuration, data migration, operational activities, change management activities, validation points, system release testing activities, system release stages, post go-live activities. Determine go/no go / rollback points in the deployment process. Determine deployment process communication activities. Determine resource requirements to support cutover activities. Define cutover governance framework. Determine possible system outage windows and shutdown impacts. Define rollback processes and fallback processes. Identify risks and develop containment and contingency plans.
Table 18: Full Design Specification Deliverables, Activities and Tasks
4.1.6
Change management services 3.3

Deliverables Change Management Activities and tasks Understand the current condition and climate for change. Identify the people who will be involved in the change network. Run a change planning workshop with the change network
Milestone/ work package Change Management Strategy 3.3.1
Deliverables
Activities and tasks utilising the Change Management Toolkit. Size and characterise the change: Define the scope and nature of change in terms of organisational scope, change complexity, resistance, cultural challenge and management capability to lead change Define what will change in terms of structure, processes, tools, technology, people and behaviour Define the benefits, expected outcomes and consequences associated with the change. Create a compelling case, vision and strategy: Conduct a leadership workshop on the case for change. Construct the change plan: Define the major packages of work Develop the schedule of activities including dates, responsibilities for each business unit Identify risks and mitigation actions Identify quick wins. Conduct job impact analysis: Review to-be process maps Identify the roles impacted and the nature of the change Determine recommendations for managing the change. Develop the stakeholder management plan: Conduct stakeholder analysis Assign stakeholder relationship owners Develop approach for ongoing stakeholder assessment. Develop communications strategy and plan: Assess communications channels Define communication milestones Develop the key messages Conduct an audience analysis (Who needs what information elements and why) Identify the communications vehicles (media) to generate, collect, distribute and store the information Identify the communication activities that will take place during the project Assign communications responsibilities Develop communications planning, development and approval process. Review the Change Plan and Job Impact Analysis. Review the Audience Analysis. Develop the Training Strategy: Conduct training needs analysis Determine the training approach (learning content and delivery) Develop the training timelines Define training roles and responsibilities Determine the training delivery methods Outline the required training communications Determine the approach to training and evaluation Outline the training logistics organisation and facilities Determine the approach to post go-live performance support
Business Communications Strategy and Plan 3.3.2
Business Communications
Training Strategy 3.3.3
Training
Milestone/ work package Knowledge Transfer Strategy 3.3.4
Deliverables
Activities and tasks Outline the issues and risks. Develop the Knowledge Transfer Strategy: Define the scope of the knowledge transfer activities e.g., the key support areas Develop the strategy for how the skills and knowledge will be transferred from the project environment to business as usual Outline the main tasks, which will be undertaken by the support areas Develop a training needs analysis for the support areas Outline responsibilities for knowledge transfer.
Knowledge Transfer
Table 19: Change Management Services Deliverables, Activities and Tasks
4.1.7
To-be business requirements specification

To-be Business Requirements Specification 3.4.2
Define audience and presentation schedule. Update and refine Business Requirements Specification walkthrough documents: Requirements map asset lifecycle processes Process overviews end-to-end and support business processes (including related systems) Data definitions organisation structures, master data and parameters / classifications Process definitions process steps, business rules, features and functions. Present Full Business Requirements workshops utilising: A top down approach Visual aids ARIS process flows, prototypes Relevant examples. Review, clarify, modify and accept progressively. Confirm conformance to criteria. Compile Finishing criteria audit report. Table 20: To-be Business Requirements Specification Deliverables, Activities and Tasks
4.1.8
Milestone/ work package To-be Design Specification 3.4.4
To-be design specification

Define audience and presentation schedule. Update and refine Design Specification walkthrough documents: Solution map asset lifecycle processes Process overviews end-to-end and support business processes (including related systems) Core processes Support processes Finance function
Deliverables
Document management system (Cimage) Interfaces GIS SAP interface conceptual design Primavera SAP interface conceptual design CHRIS SAP CATS interface CHRIS SAP interface Data definitions organisation structures, master data and parameters / classifications Process definitions process steps, business rules, features and functions Architectural overview. Present Design Specification workshops utilising: A top down approach Visual aids prototypes Relevant examples. Review, clarify, modify and accept progressively. Confirm conformance to criteria. Compile Finishing criteria audit report. Consolidate project risk register, review containment and contingency plans, schedule risk mitigation activities within the project schedule.
Table 21: To-be Design Specification
4.1.9
Implementation project plan

Implementation Project Plan 3.3.6
Implementation Project Plan
Define the implementation phase work packages, milestones, deliverable, activities and tasks to deliver the Full Design in accordance with the Implementation Services Specification and Implementation Services Agreement. Define dependencies, duration, resources and link relevant documentation. Where risk and mitigation activities have been defined in the design phase, schedule risk mitigation activities. For short term deliverables supplementary plans/schedules may be developed to schedule the production of plans as defined by project strategies e.g., Communication Plan.
Table 22: Implementation Project Plan Deliverables, Activities and Tasks
4.1.10
Implementation resource plan

Implementation Resource Plan
Implementation Resource Plan
Refine the Project team structure. Define roles and competencies, resources and source.
Milestone/ work package 3.3.7
Deliverables
Define facility requirements. Define start and end dates. Assess competency gaps and tool training requirements. Table 23: Implementation Resource Plan Full Business Requirements Deliverables, Activities and Tasks
4.2
Implementation phase
The following diagram provides a high level project plan for the <<PROJECTNAME>> project. The structure of the Gantt chart has been aligned to the Implementation Services Specification requirements and cross referenced to that document. The tables outlining the milestones, deliverables, activities and tasks have been sequenced to align to the Gantt.
Figure 8: Implementation Phase Project Plan
4.2.1
Milestone/ work package Project Management Services 3.3
Project management services 3.3

Comply with governance requirements 3.3.2
Project Management Services 3.3.3
Implementation Planning Services 3.3.4
Implementation Resource
Represent the project across the governance structure as required by the agreed governance framework: Steering Committee Project Management Team Reference Groups (functional and technical) Change Request review groups Business and Stakeholder communication sessions as prescribed by the Design Phase communication plan. Identify and escalate issues and risks through the governance process as prescribed by project standards. Promote business and stakeholder involvement through definition of their responsibilities to the project and the scope of their engagement. Support the <<CLIENT>> project team in achieving business and stakeholder involvement. Develop a Project Management Plan to govern Implementation Phase project activities in accordance with Implementation Services Specification 3.3.4 (Implementation Planning Services). Develop and maintain a detailed Resource Plan to achieve the project scope, deliverables and timeframe in accordance with Implementation Services Specification 3.3.5 (Implementation Resource Planning Services). Provide methodologies, processes and systems to support project activities. Operationalise agreed strategies through the development of detailed plans and schedules. Ensure consistency of project activities and deliverables through the definition, communication and training of project standards and templates. Develop and maintain project schedules and plans to ensure the efficient utilisation of project team resources. Oversee the maintenance of the communication plan that keeps the project team, business and stakeholder resources informed of project activities. Support <<CLIENT>>s resources in planning and scheduling of activities involving business representatives and other stakeholders. Proactively assess, monitor and escalate project risks. Be aware of, and plan project activities in accordance with operational policies as communicated by <<CLIENT>>. Maintain and evolve the Implementation Project Plan to ensure detailed planning, scheduling and resourcing of project activities. Evolve the Implementation Project Plan to incorporate activities designed to mitigate project risks, activities arising from approved Change Requests (design changes). Manage the distribution of the revised Plan to appropriate personnel. Determine activity progress and update Plan completion percentages. Conduct detailed planning of resource requirements based upon
Deliverables
Planning Services 3.3.5
Project Communication Services 3.3.6
Project Documentation Services 3.3.7
Project Scope Control Services 3.3.8
Project Status Reports Weekly 3.3.9
the evolving Implementation Project Plan. Match resource to defined project activities. Manage resource availability. Manage and escalate resourcing risks as per project issues management procedures. Communicate the resource plan to appropriate parties. Monitor the progress of resource requests for <<CLIENT>> resources through agreed governance channels. Capture resource requests from <<CONTRACTOR>><<CONTRACTOR>> team leaders, and action as per procedures. Develop the project Communication Strategy: Define communication principles Define project stakeholders and analyse communication requirements across SAP, related and legacy systems, process and data owners, system and business users, related projects, external parties, etc. Develop contact list. Define communication requirements: Project structure, responsibilities, scope, approaches, methods, standards, timeframes Resources and logistics Project deliverables, workshops. Define communication processes Inductions, briefings. Develop communication Plan: Sources and recipients of information Delivery calendar and event table Content production and management. Manage project documentation according to procedures defined during the Design Phase. Manage the release and externalisation of documents. Manage the document review and approval process. Oversee the progress Design Specification walkthroughs and monitor the approvals process. Monitor approval cycle times and escalate delays through governance channels. Schedule quality reviews as per the Quality Strategy and quality control procedures. Enforce the Change Request process defined during Design. Review change requests quality as per the Quality strategy and quality control procedures. Log and monitor progress of the approval process. Escalate delays through the governance framework. Control and manage invoicing of completed Change Requests. Prepare and distribute Weekly Project Status Reports and per the templates and procedures defined during the Design Phase including: Progress against milestones Financials Status Summary Risks Issues
Deliverables
Project Meeting Minutes 3.3.10 Issues Log 3.3.11
Whitepapers 3.3.12
Related systems and project impacts Accomplishments: last week, this week Other relevant information. Prepare and distribute meeting minutes as per the templates and procedures defined during the Design Phase . Record all issues within the SAP Solution Manager application. Monitor and escalate issues in accordance with procedures defined during the Design Phase. Provide whitepapers as requested including: Executive Summary: Objectives Background Options (in brief) Recommendations. Detailed Review Recommendations Solution Design, ISA impact Process, functional, technical, and architectural considerations Resource considerations Custom developments Implementation Costs Business costs and benefits Assumptions, risks, constraints.
Table 24: Project Management Services Deliverables, Activities and Tasks
4.2.2
4.2.2.1
Milestone/ work package Delivery Services 3.1.2
Implementation services 3.1

Delivery services
Configuration and Unit test
Developments / Interfaces / Forms / Data load programs
Data Extracts
Build and unit test SAP configuration in accordance with the Design Specifications and test cases. Provide configuration documentation as per documentation standards and templates. Control documentation as per the Document management procedures. Develop technical specifications utilising defined standards and templates: SAP Configuration Specifications SAP Custom Development Technical Specifications Interface Technical Specifications Data Conversion Technical Specifications. Program and rule development and quality review. Unit test as per test cases and scenarios defined in the functional specifications. See Conversion Services below.
Deliverables
Security
Validation
Produce the SAP Security Profile Specification as per the SAP Security Profile Definition. Construct profiles and authorisations. Unit test profiles and authorizations against the Security Profile Definition. Verify task completion against Configuration and Development Inventory. Provide traceability of requirements through design to the configured solution. Table 25: Delivery Services Deliverables, Activities and Tasks
4.2.2.2
Technology and operations planning

Technology and Operations Planning 3.1.3
Technology - Production and project hardware, infrastructure, system and application software
Operations
Define and schedule activities to operationalise the Technology Strategy and the Technology Plan. Define the SAP system, instance and client landscape to support project activities: Prototype and build Testing of functionality, developments, interfaces, data conversion across the following test phases: System testing <<CLIENT>> system testing Integration and regression testing <<CLIENT>> business acceptance testing Go-live rehearsal testing Performance testing Disaster recovery testing. Training Support. Integrate system, instance and client establishment activities into the implementation plan including: Procurement Hardware and software installation Validation and testing System release. Define infrastructure requirements for other applications as specified with project strategies required to support project activities: SAP Solution Manager Testing tools Training tools Data conversion tools. Define the SAP system landscape cleanup activities to be conducted after go-live. Define the infrastructure requirements to support testing, training and on-going operations. Maintain the Technology Plan. Define and schedule the activities to operationalise the IT&T
Deliverables
Post-Project Operations and Support
Operations Strategy in the Operations Plan. Co-ordinate the development of operations manuals to support the project and post-project activities including: SAP system monitoring and maintenance activities Infrastructure monitoring and maintenance activities System backup and restore. Maintain the Operations Plan. Propose a three year high level technology plan for the implemented applications including: Further business system rationalisation Enhanced and extended functional components eg portal, master data management Software upgrades. Propose a post project Operations Plan that defines: System refreshes for training and other environments Support pack installs.
Table 26: Technology and Operations Planning Deliverables, Activities and Tasks
4.2.2.3
Milestone/ work package Testing Services 3.1.4
Testing services
Functional testing
Define activities to operationalise the Testing Strategy (whilst the approach to testing of conversions will be defined within the Testing Strategy, the activities and tasks supporting the testing of conversions will be defined in the following section, Conversion Services). Planning and management of testing activities consistent with Project Management Services above. Testing preparation: Define <<CONTRACTOR>><<CONTRACTOR>> and <<CLIENT>> test resources, skills and responsibilities Generate responsibility matrix for each test phase Define standards, templates and procedures Define test methods for each test cycle: Process logic User interaction and system messaging Error handling Field validation Boundary testing Processing efficiency Efficiency of developed code Data validation. Define security specific test methods: Positive and negative testing Organisational restrictions Role testing. Co-ordinate implementation of testing tools Review existing SAP system test cases and incorporate into test plans
Deliverables
Performance testing
Define extent of test automation for each test cycle and reuse across subsequent test phases Provide training to test resources on standards, templates and tools Define testing scope, approach of each test cycle: processes, interfaces, developments, reports, forms, security Define testing deliverables for each test cycle: Test Report including test statistics, test failures, outstanding issues and resolution plans Define and co-ordinate the creation of test environments (SAP, TIBCO, related systems), establish test users in each environment Develop testing team induction and training pack Determine risks, develop containment and contingency plans. Testing execution: Unit, <<CONTRACTOR>><<CONTRACTOR>> System test, <<CLIENT>> System test, Training Material test, Integration and Regression, Go-Live Dress Rehearsal, Go-Live Solution test, Business Acceptance test: Test team induction, workshops and training Develop test plans and schedules Populate test cases, test scenarios and test strings Execute test cycles Capture and resolve test failures as defined by procedures Refine test cases, test scenarios and test strings for subsequent test phases. Test Reporting: Reporting via Test Reports Test statistics Failure statistics Test throughput Defects and resolution performance, extent of re-test scope . Define activities to operationalise the Testing Strategy Testing preparation: Determine expected system peak loads for processes, interfaces, reporting. Define system performance targets: SAP, BW, TIBCO. Define <<CONTRACTOR>><<CONTRACTOR>> and <<CLIENT>> test resources, skills and responsibilities. Define standards, templates and procedures. Co-ordinate implementation of testing tools. Provide training to test resources on standards, templates and tools. Define transactions, reports and interfaces to be used for performance tests. Define and co-ordinate the creation of test environments (SAP, TIBCO and related systems) that reflect productive systems, establish test users in each environment. Assess impact of performance tests on other project activities. Testing execution:
Deliverables
Performance Tests, Disaster Recovery Tests, Post go-live System Performance Tests Develop test plans and schedules Populate test automation tools, test scenarios and test strings Conduct test cycles Capture and resolve test failures as defined by procedures. Test Reporting: Failure Validation and reporting via Test Reports Test statistics Performance against targets Analysis of performance bottlenecks: eg database, buffers, RAM, I/O, network Co-ordinate the development of resolution recommendations and plans. Table 27: Testing Services Deliverables, Activities and Tasks
4.2.2.4
Conversion services Whilst conversion related deliverables and activities are spread across the Implementation Services Specification, the scope and complexity of conversion activities necessitates a holistic definition of the deliverables, activities and tasks. This section is consistent with the approaches and methods defined in the Management of Data Conversion outlined in Schedule D2.3.
Milestone/ work package Conversion Services
Deliverables
Management
Consistent with Project Management Services above. Define activities to operationalise the Conversion Strategy Define data extract and load scope for each test cycle (sample data versus full data sets) Validate and elaborate on the data conversion approach, validation methods, etc. Develop detailed data conversion schedule and data conversion plans including data load sequences, concurrent activities, impact of errors on subsequent data loads. Develop a responsibility matrix that addresses all data extract, data load and testing activities. Define minimum quality standards for data extract files eg error rate leading to rejection of the file, file rework procedures (the desired approach is to fix errors at the source so that each subsequent extract is of a higher quality). Assist the <<CLIENT>> Functional and Technical Data Managers in the co-ordinate of data extract activities. Provide guidance to <<CLIENT>> resources responsible for data conversion activities as defined within the Conversion responsibility matrix. Monitor and report on data conversion progress, risks, etc as per the weekly reporting requirements. Co-ordinate with the Technical team in establishing the conversion test environments defined within the Testing
Deliverables
Data extract
Data load
Strategy and Technical plan. Manage and refine risks, containment and contingency plan. Data Cleansing (to be undertaken prior to project commencement and through design) Analyse legacy system data to identify quality issues Conduct data cleansing activities. Data models (during Design Phase) Generate legacy system data models Generate SAP <<PROJECTNAME>> data model. Data Standardisation and Enhancement Assess data gaps between legacy systems and the SAP <<PROJECTNAME>> data model Define data enhancement activities and methods of data capture Define data standardisation rules to translate legacy data to SAP <<PROJECTNAME>> standard values. Data Extract <<CONTRACTOR>><<CONTRACTOR>> to define data extract templates for required data sets Populate data load templates and validate to data source (to be repeated for each test cycle). Develop Data Conversion Technical Specifications. Build and Unit Test conversion programs for: Asset master data Asset maintenance history Asset condition records Preventative maintenance plans Work requests Work orders. Conduct System Tests (Stage 1): Review and report on the quality of data extract files provided by legacy system owners Execute data loads and verify Monitor load timeframes for refinement of future conversion and deployment plans Refer errors to legacy system owners, errors to be corrected at source to ensure refinement of data quality Develop reports consistent with the Test Execution Report requirements. Conduct Data Conversion Tests (Stage 2): Review and report on the quality of data extract files provided by legacy system owners Execute data loads and verify Monitor load timeframes for refinement of future conversion and deployment plans Refer errors to legacy system owners for correction, errors to be corrected at source to ensure refinement of data quality Develop reports consistent with the Test Execution Report requirements Refine risks, containment and contingency plans. Conduct Dress Rehearsal Tests (Stage 3): Refined Conversion Plans will be integrated to the Deployment Plan and validated through the Dress Rehearsal
Deliverables
Review and report on the quality of data extract files provided by legacy system owners Execute data loads and verify Monitor load timeframes for refinement of future conversion and deployment plans Refer errors to legacy system owners for correction, errors to be corrected at source to ensure refinement of data quality Develop reports consistent with the Test Execution Report requirements Refine the Deployment Plan (with respect to Data Conversion activities) to take account of learnings from the Dress Rehearsal Refine risks, containment and contingency plans. Go-Live: Execute the Deployment Plan. Post Go-Live Data Quality Tests (Stage 4): Validate data loads Determine scope and impact of any errors, develop correction plans Refer errors to legacy system owners for correction Develop reports consistent with the Test Execution Report requirements. Table 28: Conversion Services Deliverables, Activities and Tasks
4.2.2.5
Milestone/ work package Deployment Planning Services 3.1.8
Deployment Planning Services

Define activities to operationalise the Deployment Strategy. Develop and maintain a detailed Deployment Schedule and Plan that consolidates all activities (including resources, dependencies, timeframes) to be undertaken for the release of the <<PROJECTNAME>> functionality to the production environment. Stream activities related to the following will also be included (at a high level the Deployment Plan is a consolidation of detailed plans supporting each stream of the project): Technical Configuration releases managed within Business Configuration Sets (BC Sets) Data conversion Testing activities Operational activities Change management activities Business and project team communication activities Post-requisites. Stream activities will be supplemented by: Defined pre-requisites: project management go decision based upon the completion of key activities and deliverables Appropriate system release decision points (go / no-go and rollback points) and follow on activities (rollback and fallback activities). Specific governance arrangements to support those decision points. System acceptance tests tailored to meet system acceptance criteria Shutdown activities related to applications, job schedules, interfaces and background processes. Deliverables Activities and tasks
Deployment Plan refinement: the Deployment Plan will be used in the execution of the Dress Rehearsal Test and refined based upon learning from its execution in this test environment including the refinement of activity durations and process bottlenecks. Scheduled activities will be supported by detailed procedures documentation to aid in the precise execution of tasks. Conduct workshops to communicate the Deployment Plan and supplier, <<CLIENT>> and third party responsibilities and dependencies. The Dress Rehearsal will be executed in equivalent timeframes as required for the production environment, the deployment will utilise a 24*7 working calendar. Table 29: Deployment Planning Services Deliverables, Activities and Tasks
4.2.2.6
Release management services Release management has been interpreted to mean the management of transports within the SAP environment.
Milestone/ work package Release Management Services 3.1.9
Deliverables
Manage the deployment of configuration and development releases in accordance Release procedures defined by <<CLIENT>>. Ensure each Release fulfils the following requirements: Release Statement as per Implementation Services Specification 3.1.9.2 Distribute Releases as required by procedures Review releases with the IT&T Operations Group Assess risk to target environment and test Release in appropriate environments Define test and acceptance criteria. Seek IT&T Operations approval and/ or other approvals as defined by IT&T Operations including acceptance of test and acceptance criteria. Co-ordinate and monitor the Release deployment. Support <<CLIENT>> in the deployment and testing of Releases. Capture test results as per the Testing procedures. Table 30: Release Management Deliverables, Activities and Tasks
4.2.2.7
Change control services Change Control Services have been interpreted to mean the management of Change Requests initiated within the <<PROJECTNAME>> project that impact any part of the <<PROJECTNAME>> infrastructure, hardware, software or functionality.
Milestone/ work package Change Control Services 3.1.10
Deliverables
Change Request Management
Develop a Release Strategy governing changes to the project scope of productive and non-productive infrastructure, hardware, software and functionality. Participate in weekly change management meetings. Support Change Requests with details of: Impact to the Technology and Operations Plan and Implementation Project Plan Comments and justification for the Change Request Expert opinion on whether the proposed changes will adversely impact the <<PROJECTNAME>> implementation. Monitor the impact of deployed Change Requests and manage issues and defects as per procedures.
Table 31: Change Control Services Deliverables, Activities and Tasks
4.2.2.8
Problem management services

Problem Management Services 3.1.11
Process documentation Resolution of problems Trends analysis reports of minor and major faults
Identification, recording and classification. Investigation and diagnosis of root cause. Identification and recording of resolution. Report development and delivery.
Table 32: Problem Management Services Deliverables, Activities and Tasks
4.2.3
Change management services 3.2

Deliverables Change Readiness Assessment Activities and tasks Review the audience analysis. Design the change readiness assessment. Brief the business leaders, change network and project team on the change readiness assessment. Organise logistics for managing the change readiness assessment. Conduct the readiness assessment. Analyse the results. Report back the results and develop and action plan for addressing any issues. Confirm and further develop job impact analysis. Meet with HR to determine how changes will be managed.
Milestone/ work package Change Management Services 3.2.2
Organisation Redesign
Deliverables
Activities and tasks Meet with line management to confirm changes to jobs. Complete organisational redesign activities with support from HR (e.g., changes to job descriptions). Coach and support managers to communication job changes. Assess stakeholder engagement levels. Evaluate communications effectiveness. Monitor and update communications plan on a monthly basis. Develop the communications materials as per the communications strategy and plan. Define the target condition requirements (e.g., 100% of employees have access on Day 1, all staff will be trained before go-live). Engage the business in go-live planning through the change network. Develop business go-live plans (including support plans). Consolidate go-live plan (including all sites) and issues. Identify critical timing, obstacles and investment requirements. Escalate critical issues to Steering Committee. Maintain momentum around pre go-live actions. Develop a pre go-live checklist. Assess business readiness against go-live checklist. Provide go-live support. Develop training curriculum. Source content for training developers. Develop training document standards, templates and tools. Develop course outlines. Develop training materials. Review and sign off training materials. Pilot training. Review and sign off training pilot. Identify trainers. Develop training schedule. Organise rooms and equipment. Establish the training environment including data, user profiles for instructors and participants. Establish training facilities including on-line training, training rooms, equipment, access. Send out training invitations and manage training schedule. Conduct train the trainer sessions. Rollout training. Collate training evaluation forms and report on training outcomes. Schedule follow-up training. Implement the knowledge transfer strategy. Assess skills, knowledge and capabilities pre-go-live. Develop a handover checklist. Review handover checklist with the business and ensure the key people/roles have the capability to provide the support post go-live.
Business Communication Plan 3.2.3
Communications Planning and Delivery
Go-Live Planning and Management
Training Plan 3.2.4
Training Materials Development
Training Logistics and Rollout
Knowledge Transfer Plan 3.2.5
Knowledge Transfer Plan
Table 33: Change Management Services Deliverables, Activities and Tasks
4.3
Defect correction services 3.4

Key deliverables Incident Resolution Key activities and tasks Call management. Communication with the IT&T Operations group. Single point of contact Help Desk. Escalation as per procedures. Resolve major faults soon as reasonably practical. Resolve minor faults within agreed timeframes. Start to work on major faults during business hours within 2 hours. Start to work on major faults outside of business hours within 4 hours. Escalate incidents or problems to named escalation points as agreed. Call management. Communication with the IT&T Operations group to determine nature of the incident. Escalation as per procedures. Single point of contact Help Desk. Record technical queries and provide technical query support. Resolve technical queries within 1 working day of receipt. Complete appropriate activities and tasks for defect correction testing within Testing Services above 4.2.2.3.
Milestone/ work package Incident Management Services 3.4.2
Technical Query Services 3.4.3
Technical Query resolution
Defect Correction Testing Services 3.4.4 Release Management Services 3.4.5 Change Control Services 3.4.6 Problem Management Services 3.4.7 Final Acceptance Services 3.4.8
Appropriate deliverables for defect correction testing referred to within Testing Services above at 4.2.2.3. Refer to details in Release Management Services within Implementation Services above at 4.2.2.6. Refer to details in Change Control Services within Implementation Services above at 4.2.2.7. Refer to details in Problem Management Services within Implementation Services above at 4.2.2.8. Final Acceptance
Refer to details in 4.2.2.6 within Implementation Services above..
Refer to details in 4.2.2.7 within Implementation Services above.
Refer to details in 4.2.2.8 within Implementation Services above.
Service Management
Management Services
Assessment of the key deliverables. Assistance in completing the key deliverables. Assist <<CLIENT>> to determine: All defect and problems have been resolved All required documentation has been updated All knowledge transfer and training has completed All commercial issues, variations and pricing has been finalised. Weekly status meeting management. Support escalation resolution. Agreement resolution. Assistance in Final Acceptance services. Meeting minutes and weekly status reports. Timesheets. Issues log.
Table 34: Defect Correction Services Deliverables, Activities and Tasks
Project resourcing
Information on how the Respondent proposes to resource the project so that resourcing is adequate to meet (or exceed) the project timeframe; and
<<CONTRACTOR>><<CONTRACTOR>> will deliver on resource committed to this project and has a demonstrated track record in identifying and engaging quality resources. Our approach to meeting our commitment to <<CLIENT>> has multiple sources and is as follows: <<CONTRACTOR>><<CONTRACTOR>> will source project team members from its local practice, its European practice. <<CONTRACTOR>><<CONTRACTOR>> has one of the largest SAP practices in the UK and Europe with approximately 2,000 certified SAP consultants. <<CONTRACTOR>><<CONTRACTOR>> has rich experience and deep domain knowledge in the energy and utilities industry, with at least 100 SAP consultants with IS-U experience. We have identified a number of key resources who will relocate to Australia for the duration of this project, or relocate permanently, thus ensuring continuity beyond the defect warranty period. In addition <<CONTRACTOR>><<CONTRACTOR>> is actively seeking well qualified consultants to join <<CONTRACTOR>><<CONTRACTOR>>. Since October 2005 we have recruited in excess of 50 consultants for a large scale engagement in Australia and have developed and refined our resourcing strategy to ensure that we attract and hire the best consultants. We have also sired contractors where necessary on short term assignment for customers. Our consortium partner, Deloitte Consulting offers a wealth of local experience in SAP enterprise asset management projects and has committed to making key functional resources available for this project. We have estimated that this project will require 25 full time equivalents (41 roles) for the design phase and 34 full time equivalents (56 roles) for the implementation phase. This level of resourcing has been planned to account for a two week project shutdown over the Christmas New Year period 2006/2007 and other public holidays up to the go-live date of 30 June 2007.
Risk management
Information to demonstrate the proposed project management plan minimises the risks to <<CLIENT>>.
6.1
Methodology overview
The <<CONTRACTOR>><<CONTRACTOR>> <<QUALITYSYSTEM>> methodology utilised a risk management approach this is based upon the following key activities: Risk assessment is the preparation and recording of the information about individual risks and the plans to manage them. The assessment process determines the likelihood of the risk eventuating and the consequences flowing from the occurrence of the risk. The risk management plan describes the procedures which will be used for risk management during the project, and who will be involved in those procedures. The risk register is the accumulated documentation on the risks themselves. A containment plan defines the measures which you take to reduce the likelihood of a risk occurring and/or to reduce its impact if it does occur. These measures are incorporated in full (cost, effort and time) in the mainstream components of the project plan, i.e., not in any contingency allowance. A contingency plan defines the measures which you plan to take if and when a risk occurs or becomes inevitable. These measures are incorporated in the contingency allowances of the project plan.
6.2
<<CLIENT>> <<QUALITYSYSTEM>>t
In developing this high level project management plan for the <<PROJECTNAME>> project <<CONTRACTOR>><<CONTRACTOR>> has drawn upon its experience of similar projects in determining likely project risks. The underlying factors contributing to the project risks are expected to relate to:
Underlying Factors contributing to Risk The project timeframe has been fixed As evidenced by: Main Document Section B2.2 states <<CLIENT>> requires the <<PROJECTNAME>> capability to be implemented no later than 30th June 2007. All timelines and project plans prepared by the Respondent should be based on this requirement. The RFP documents require a negotiation period between the Design Phase and the Implementation Phase that could become protracted though an option is available to progress the project. The Scope of Work Section 4.2 specifies eleven systems for replacement, five systems for partial replacement (FODS, Mainpac, NAMSPL, NRD, TIS) and the
The consolidation of multiple bespoke solutions into a single ERP system.
Underlying Factors contributing to Risk
As evidenced by: assessment of two systems or partial systems for replacement (NAMSPL, Portable Earth Database). The Scope of Work Section 4.2 suggests that each of the systems for replacement, partial replacement or assessment for replacement relate to different asset classes within the <<CLIENT>> network business. These applications exist across a broad range of application and database platforms and are expected to have been developed to achieve divergent business requirements over a significant time frame. The Scope of Work Section 4.2 suggests each application for replacement, partial replacement or assessment for replacement addresses the business requirements of different types of assets. The Scope of Work Appendix B specifies a matrix of twenty six (26) sites and eight business units. The number of assets as defined in the Scope of Scope of Work Section 1.2 specifies a large number of assets across many asset classes Scope of Work Section 2.2 defined the relationship between the technical and financial view of assets is not uniform, it states: i) For low value, high volume assets, the financial asset register will contain an aggregate view of the asset compared to the technical asset register (i.e., one to many relationship between an item in the financial asset register and the corresponding elements of the technical register). ii) For high value, low volume assets, the financial assets register may contain a one to one relationship with the technical asset register. iii) The technical assets register will be implemented in such a way that common (usually spatial) assets held in both the GIS and the technical asset register can be automatically synchronised to avoid duplicate data entry. This statement also suggests poor data quality between legacy system and the GIS system that is intended as the single point of entry despite all assets not being managed spatially.
The bespoke systems are utilised across various segments of the business and process variability are expected to be significant.
The work practices and procedures supporting business operations will vary across asset classes and geographies.
Significant data quality issues are expected to exist within the legacy environments.
Table 35: Possible Risks on the <<PROJECTNAME>> Project
As evidenced above, a review of the RFP documentation has identified a number of underlying risks that need to be addressed in the preparation on the RFP response. The following table resolves the threats determined above into a number of project risks and outlines the containment strategies provided in this proposal. These containment strategies are evidenced through the project organisation structure (section 2.1), the specific responsibilities (section 2.2) and the activities and tasks supporting project deliverables (section 4) defined in this document. The containment strategies defined here are not exhaustive, and relate primarily to the structure of the project organisation and control of timeframe in order to provide project pricing. These containment strategies will be elaborated in conjunction with <<CLIENT>> management early in the Design Phase and contingency plans developed.
Risk Project Timeframe
Containment Strategy Achieve the earliest project start date for a core team: Enables the completion of Project Preparation activities initiated during the bid process. Undertake detailed project planning. Enable the immediate assessment of as yet unknown risks. Establish an effective and consistent framework upon which to engage with <<CLIENT>> resources and the business. Establish project standards that support the quality of the engagement and deliverables. Minimise the project downtime between Design and Implementation: Reduce downtime to two weeks for all resources and then re-instate the core team to kick-start the Implementation Phase. A four week period is still provided before a ramp-up on Implementation Phase resourcing. Effective Induction: Inductions are provided during Design and Implementation, the knowledge and skills imparted to project resources provides a clear communication of information important to all project resources that will support efficiencies and minimise re-work. Consolidation of test cycles: It is proposed that Integration and Regression testing be executed as a single test cycle by <<CONTRACTOR>><<CONTRACTOR>> and <<CLIENT>> as they are effectively testing only a slightly different scope. Functional resources: Support SAP functional expertise (lead and senior consultants) with Business Analysts that can support documentation, test case development and knowledge transfer to the training team in a cost and time effective manner. Conversion Activities: Data cleansing, standardisation and enhancement are time consuming activities that need to be initiated early in the project: The resource plan provides for the <<CONTRACTOR>><<CONTRACTOR>> Data Lead to be engaged early in the Design Phase to support <<CLIENT>> resources. The project organisation specifies both Technical and Functional resources to support the conversion activities. The definition of activities supporting conversion provides for extensive involvement of legacy system data owners and <<CONTRACTOR>><<CONTRACTOR>> data management and data conversion expertise. In addition to the two <<CLIENT>> resources defined above, and extensive involvement of legacy system data owners the project organisation provided four <<CONTRACTOR>><<CONTRACTOR>> data modelling and conversion resources in the Design
Risk
Containment Strategy Phase to support: Data modelling and definition Determination of legacy system data gaps Specify areas requiring data standardisation based upon the Design Specification. Role Descriptions: Significant emphasis has been placed on <<CONTRACTOR>><<CONTRACTOR>> and <<CLIENT>> resource to promote and support standardisation of business process. Governance arrangements: By representing legacy system, process and data owners through the Reference Groups a business view can be presented in contrast to the always do it that way mentality. By involving legacy system, process and data owners in walkthrough workshops the integration and process capability of the solution can be demonstrated to promote buy-in. Change Request process: Early in the Design Phase a change request process will be defined by <<CONTRACTOR>><<CONTRACTOR>> and <<CLIENT>> resources that continues the following themes strongly voiced in the proposal: Maintain standard functionality Determine the long term cost of not achieving standardisation before adopting customisations Data Migration on its own will do nothing to address the problems of bad data, quality processes must be woven around all data conversion activities. Analyse data quality early in the project to determine the size of the problem and allow adequate planning and resourcing. Embark on data cleansing activities early in the project Provide technical support of data quality analysis and cleansing in the legacy environment through the <<CLIENT>> Technical Data Manager role. Investigate data analysis and cleansing tools to support these activities. Define data quality standards and determine data quality at each data load cycle. Correct data errors at the source to continually improve data quality. Construct a holistic responsibility matrix that addresses analysis, cleansing, standardisation, extract, enhancement, load and validation activities. Define data ownership. Data load volumes can extend deployment timeframes and impact business operations. At each test cycle monitor data upload times to refine deployment schedules. Evaluate alternate data load processes Evaluate an iterative load approach so that master
Ability to achieve standardisation of process
Data quality in the legacy systems
Data conversion volumes
Risk
Containment Strategy data and historical data can be loaded in advance of the go-live cutover. Evaluate a delayed load of historical data to remove volume stress from the go-live deployment. Evaluate other options. Verify the alternate process early and prove during Dress Rehearsal testing. Work with the business and stakeholders to co-ordinate a whole-of-Initiative approach for leading and managing change, inclusive of impact on key Processes; Develop tools and methods to be used by the business in implementing change Facilitate the change network to assess effectiveness of change planning (what is working), emergent issues (what needs attention) and potential challenges (what needs to be escalated) Assess and plan for the change management capability required for preparation and implementation of the solution
Extent of process change
Work closely with stakeholders: Co-ordinate and facilitate change within the business Plan and co-ordinate change management activities within each of the business unit Monitor planned outcomes, recommend corrective actions, monitor change enablers/barriers and report progress/status of change within the cluster Analysis of project process and operational training requirements Development of project training materials, ensuring consistency across process areas Development and delivery of facilitator training for delivery of end-user training Facilitate inclusion of training delivery timelines to coordinate with the deployment plan Learning distribution and tracking method for project training Throughout the definition of activities and tasks supporting project deliverables risk has been addressed. Risk is proactively sought out at all level of the project. Risk evaluation and containment is addressed in the construction of every strategy and plan. Risk and containment activities are integrated to the project schedules and plans as they are determined. Risk are monitored centrally and escalated through the governance framework. Table 36: Possible Containment Strategies for Risks on the <<PROJECTNAME>> Project
Scope of training deployment
General approach to risk with the draft Project Management Plan

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D2.

4 Project Management Plan

Date of issue: Reference number: Version:

14 March 2006 06-033 1.0

2.2 <<CONTRACTOR>><<CONTRACTOR>> roles and responsibilities.................10

2.3 <<CLIENT>> roles and responsibilities...............................................................20 2.4 Key personnel.....................................................................................................22

3 Project governance...............................................................................24 4 Key milestones, deliverables, activities, tasks..................................26

4.2 Implementation phase.........................................................................................41

4.3 Defect correction services 3.4.............................................................................55

5 Project resourcing.................................................................................56 6 Risk management..................................................................................57

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Figure 1: <<PROJECTNAME>> project Functions

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Training and Knowledge Transfer

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Project team structure

Figure 2: <<CONTRACTOR>><<CONTRACTOR>> Resources - Design Phase

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Figure 3: <<CONTRACTOR>><<CONTRACTOR>> Resources - Implementation Phase

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Figure 4: <<CLIENT>> Resources

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<<CONTRACTOR>><<CONTRACTOR>> roles and responsibilities

Related Projects Advisory Board

Table 2: Program Management Resources and Key Responsibilities

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Project management resources

LCMG Project Manager

Project Control Manager

Table 3: Project Management Resources and Key Responsibilities

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Project control resources

Standards and Procedures Manager

Change and Release Manager

Table 4: Project Control Resources and Key Responsibilities

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Role Data Developers

Field Computing Interface

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Table 6: Functional Solution Resources and Key Responsibilities

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Training Documentation and Delivery

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