A02 - ESI SS PMP Final.pdf

ESI Scop ing Study Pro ject Management P lan, Version [1.0]

ESI SCOPING STUDY

PROJECT MANAGEMENT PLAN

Project No : 2

Author : Koko’s Team

Owner : MegITS

Date : 6th May 2014

Version : [1.0]

Status : Final


Megacorp LTD 6 May , 2014 o f 28

Document Authors Name Student ID Title

Angga Junaimi 628407 Acting Project Manager

Fajar Aggoro 592300 Acting Subject-matter expert

Piki Pahlisa 591326 Acting Subject-matter expert

Widyanto Eko Nugroho 614571 Acting Subject-matter expert

Version Release History Version Version Description Date of Release

1.0 This is the final version of the Project Management Plan

06/05/2014

Distribution List Name Department/Business Unit Name Department/Business Unit

Jacob Verne MegITS Robert Ops ExGov

Tony Piza MegITS PMO Zoltan Hulls ExGov

Ben Louey MegITS PMO David Riddle Consultant

Song Wu MegaCorp

Approval Signatures Title Name Signature Date

ExGov CEO Hayden Nonce

ExGov GM Operations Robert Ops

MegITS Asia-Pacific Executive Officer-Projects Tony Piza

Project Manager Freda Grill



Table of Contents 1 INTRODUCTION ................................................................. 5

1.1 PURPOSE ......................................................................................................... 5 1.2 BACKGROUND .................................................................................................. 5 1.3 RELATED DOCUMENTS ...................................................................................... 6

2 PROJECT OBJECTIVES AND SCOPE ............................................ 6 2.1 PROJECT OBJECTIVES ....................................................................................... 6 2.2 PROJECT SCOPE ............................................................................................... 6 2.3 PROJECT SUCCESS CRITERIA ............................................................................. 7

3 DELIVERABLES .................................................................. 7 4 APPROACH, SCHEDULE AND TASK PLAN ...................................... 8

4.1 PROJECT APPROACH ......................................................................................... 8 4.2 PROJECT SCHEDULE ......................................................................................... 9

4.2.1 Milestones ............................................................................................... 9 4.2.2 Critical Path ............................................................................................ 9

4.3 STAGE DESCRIPTIONS .................................................................................... 10 4.4 WORK PACKAGE DESCRIPTIONS ...................................................................... 11

5 PROJECT ORGANISATION AND RESOURCE PLAN ........................... 13 5.1 PROJECT ORGANISATION ................................................................................ 13 5.2 RESOURCING PLAN ......................................................................................... 14

6 COST SCHEDULE .............................................................. 18 7 ASSUMPTIONS, CONSTRAINTS, DEPENDENDENCIES ....................... 18

7.1 ASSUMPTIONS ............................................................................................... 18 7.2 DEPENDENCIES .............................................................................................. 18

8 RISKS ......................................................................... 19 9 QUALITY ASSURANCE AND CONTROL ....................................... 21

9.1 QUALITY GOALS ............................................................................................. 21 9.2 QUALITY MANAGEMENT ORGANISATION ........................................................... 21 9.3 QUALITY MANAGEMENT PROCESS .................................................................... 22

10 GOVERNANCE ................................................................. 23 10.1 GOVERNANCE ORGANISATION AND TERMS OF REFERENCE ................................. 23 10.2 SIGN-OFF AND ACCEPTANCE PROCESS ............................................................. 24

11 APPENDIX ..................................................................... 25

List of Tables

Table 1 Project Scope .......................................................................................................... 7 Table 2 Deliverables ............................................................................................................ 8 Table 3 Main tasks and durations .......................................................................................... 9 Table 4 Critical Path ............................................................................................................ 9 Table 5 Correlation between the project stages, deliverables and milestones ............................ 10 Table 6 Resourcing Plan ..................................................................................................... 17 Table 7 Weekly Cost Estimation .......................................................................................... 18 Table 8 Risk Register ......................................................................................................... 20 Table 9 Quality Management Process ................................................................................... 22 Table 10 Governance Organisation ...................................................................................... 23 Table 11 Meeting Arrangement ........................................................................................... 24



Table 12 Sign-off Authority ................................................................................................ 24

List of Figures

Figure 1 ESI Scoping Study Project Summary ......................................................................... 5 Figure 2 Project Organisation.............................................................................................. 13 Figure 3 Quality Management Organization .......................................................................... 21

List of Appendix

Appendix A - Glossary ....................................................................................................... 25 Appendix B – Key Stakeholders .......................................................................................... 25 Appendix C – Detailed Project Schedule ............................................................................... 25 Appendix D – Detailed Costs .............................................................................................. 26 Appendix E - Risk Rating Definition ..................................................................................... 26 Appendix F - Risk Classification Definition ............................................................................ 27 Appendix G - Risk rating for WBS tasks ............................................................................... 27 Appendix H – Details of WBS .............................................................................................. 27



•ESI Project Charter •Megacorp, MegITS and

ExGov skills database •Steering Commitee

considerations •ExGov contracts and key

clients

Inputs

•Interview & observation •Working notes •Briefing & Meeting •Negotiation •Workshop •SME judgment •PMBOK Guide •Gantt Chart

Tools/Methods •ESI Project Manajement Plan

Output

1 I N T R O D U C T I O N 1 . 1 P u r p o s e The purpose of this document is to describe the project management plan (PMP) for conducting

the Scoping Study (SS) of ExGov Systems Integration (ESI) Project. The broad view to manage SS

project will be presented through the elaboration of scope, time, resource, cost, quality and risk

management. This document includes the description of work breakdown structure (WBS) as the

premise for defining a consistent plan across the project’s deliverables, schedule, staff allocation,

budget and risk register. This document also functions as a concession between the project team

and key stakeholders regarding the required effort to realize SS project completion.

1 . 2 B a c k g r o u n d ESI Project Preview

Based on the ESI project charter, the project objectives are to apply corporate standards,

centralized IT governance and efficient business process (BP) in the ExGov working environment

by adopting Megacorp ERP systems and upgrading ExGov IT infrastructure.

SS Project Preview

SS project is a planning phase of the ESI project so that the result of SS is to formulate an ESI

PMP as summarized in Figure 1. SS PMP is required to identify relevant risks in the early stage. As

a subset of ESI project, SS project also considers the authority and expectation of ESI’s key

stakeholders. SS project will provide a comprehensive review of ExGov business processes using

relevant methods for gathering data such as interview, observation, standardized working notes

(checklist). The communication techniques such as briefing, meeting, negotiation and workshop

will be conducted to ensure key stakeholders engagement. The involvement of subject-matter

experts (SME) during the project is an approach to produce a qualified ESI PMP.

Figure 1 ESI Scoping Study Project Summary



1 . 3 R e l a t e d D o c u m e n t s This document must be used in conjunction with the following related documents, where the

information in this document address similar issues in the related documents, then this document

takes precedence:

a. ESI Project Charter as authorized by the Steering Committee

b. ESI Steering Committee minutes of the meeting

c. ExGov contracts, especially the ones that are related to key clients of ExGov and their access

to ExGov legacy systems and/or applications

2 P R O J E C T O B J E C T I V E S A N D S C O P E 2 . 1 P r o j e c t O b j e c t i v e s The aim of the project is to obtain sufficient information to develop the ESI PMP and to socialize the ESI project objectives towards ExGov key staff.

The SS project offers business benefits as follows:

a. Accurate estimation of the required effort to define the ESI project scope, cost, resource and time management.

b. Factual assessment of ExGov IT literacy to define ESI project’s training requirement.

c. Early identification of ESI project’s challenges to reduce the uncertainty that might affect ESI project performance.

d. Increase a positive response from the ExGov staff to support the upcoming ESI project completion.

The SS project will be performed within 6 weeks, commencing from 25 August 2014 to 3 October 2014 with the budget of $223,550.

2 . 2 P r o j e c t S c o p e The SS project scope includes 6 main tasks of work breakdown structure (WBS) to formulate ESI

PMP as described in the Table 2, Reviewing Business Process, Reviewing IT Services Delivery,

Analysing Systems Integration and Developing ESI PMP. The Reviewing BP task will focus on

investigating ExGov business processes affected by ERP modules implementation, namely Finance,

Purchasing, Work Management, Payroll/Timesheeting, Warehousing and Asset Management. This

task will take place in ExGov’s offices within the Victoria State which comprise of Head Office in

Melbourne, Warehouse in Richmond and 3 Regional offices (RO) in Warrnabool (RO1), Melbourne

(RO3) and Albury (RO5). The sampling RO are chosen from 15 ExGov’s Regional offices because

those three represent a full coverage of ExGov‘s business/services.

WBS ID

WBS 1st Level Task Location Coverage

1 Planning Head office SS PMP development

2 Reviewing Business Process

Head office Finance, Purchasing, Payroll, Timesheeting processes

Warehouse Purchasing, Timesheeting, Warehousing, Asset Management processes

RO1 Work Management process



WBS ID

WBS 1st Level Task Location Coverage

RO3 Purchasing and Work Management processes

RO5 Work Management process

3 Reviewing IT Services Delivery

Head office Legacy systems (data, applications and infrastructure) and the transition handling for related technology

4 Analysing Systems Integration

Head office Working notes consolidation and analysis

5 Developing ESI PMP Head office Drafting and finalization of ESI PMP

Table 1 Project Scope

2 . 3 P r o j e c t S u c c e s s C r i t e r i a The success of the project will be defined by the following criteria:

a. Meetings arrangement can be conducted as scheduled that will lead to on time and on budget project performance.

b. The information gathered covers all sampling locations and 100% comply with the checklists and work-packages provided.

c. Increase 30% of positive perception of ESI project across ExGov organization.

3 D E L I V E R A B L E S The following table presents the list of the project deliverables

Deliverable Definition Time Approval Authority Description

ESI SS PMP (Including checklist designed, work-packages and meeting arrangement)

The term of reference for conducting the scoping study of ESI Project.

During the Planning task

Project Management Office (PMO)

- Prepared by Project Manager assisted by an SME.

- Approved if the scope is suitable within the given constraint on budget and time.

BP Review working notes (including checklists filled comments and potential issues which are useful for developing ESI PMP)

The documentation provided by the project team assigned for the data gathering process regarding ExGov business process.

During the Reviewing BP task

Project Manager

- The project team will submit the working notes to to be reviewed by PM.

- As scheduled, PM will check the completeness and adequacy of data gathered .

IT Service Delivery working notes (including checklists filled comments and potential issues which are useful for developing ESI PMP)

The documentation as results of the review of ExGov’s legacy data and application.

During the Reviewing IT Services Delivery task

Project Manager

- The project team will submit the working notes to to be reviewed by PM.

- As scheduled, the PM will check the completeness and adequacy of data gathered.

Technology Transition Plan (TTP)

The documentation as results of the review of ExGov’s legacy IT infrastructure and the effort required to migrate into the new infrastructure.

During the Reviewing IT Services Delivery task

Project Manager

- The specialist assigned will formulate and submit the working notes and TTP to be reviewed by PM.

- As scheduled, the PM will check the completeness and adequacy of data gathered.



Deliverable Definition Time Approval Authority Description

ESI PMP

The final deliverable of the scoping study project that will be used as a guidance to start the ESI Project. It is a result the analysis of business process, IT services delivery and system integration.

During the Developing ESI PMP task

Steering Committee

After completing ESI Scoping Study, the PM will submit the ESI PMP to Steering Committee to be approved.

Table 2 Deliverables

4 A P P R O A C H , S C H E D U L E A N D TA S K P L A N 4 . 1 P r o j e c t A p p r o a c h The project applies the following approaches:

1. One team focuses on one process at each location during the data gathering process. This

approach will allow the project team assigned to gain a comprehensive knowledge of the

corresponding business process. This approach will not require an additional knowledge

sharing throughout the teams so it allows the team members to be assigned to another

data gathering process afterwards.

2. A standardized documentation will be designed and used to capture all related issues that

should be covered in Project Management Planning. This approach will allow the PM to

conduct quality assurance towards the data gathering process in a proper manner and has

an audit trail to the related project team member.

3. The PM will review the work of each team to assess the adequacy of information gathered.

The review is aimed to ensure that the ESI PMP development is supported by sufficient and

qualified information. Considering the time and budget constraint, this review is scheduled

during (not in the end of) the data gathering process. The PM can anticipate the possibility

of gaining more information and this can be provided by the team members in the rest of

the process, thus there is no extension time required to complete the process. In addition,

a SME is also hired to assist the PM in reviewing all information gathered.

4. This project is developed in risk-based awareness environment that will be correspond tasks

describe in WBS. The SS project risk management will comprise of risk identification, risk

analysis and risk response which will be summarized in a risk register matrix with ratings and

classification as defined in Appendix E. This approach will guide the action required to

monitor and control the particular risk. In addition, the risk management plan for the

upcoming ESI project will be designed and performed in the same manner. Tasks performed

on SS project, such as Analysing System Integration and Developing ESI PMP will contribute

to the development of risk management plan as part of ESI PMP.



4 . 2 P r o j e c t S c h e d u l e The project schedule will be summarized in Table 2 while the detail of the schedule will be presented in Appendix C.

Task Start Finish

Planning 18 August 2014 22 August 2014

Reviewing Business Process 25 August 2014 18 September 2014

Reviewing IT Services Delivery 26 August 2014 29 September 2014

Analysing Systems Integration 19 September 2014 23 September 2014

Developing ESI PMP 23 September 2014 03 October 2014

Table 3 Main tasks and durations

4.2.1 Milestones

The project milestones are as follows:

a. Planning Completion : 22 August 2014

b. BP Review Completion : 18 September 2014

c. ESI PMP Sign-off : 3 October 2014

4.2.2 Critical Path The critical path is determined by considering tasks duration, availability of human resources and budget. Critical path reflects the risks entailed on particular tasks. The tasks should be managed carefully to meet time constraints. The list of the project critical path is presented in the following table:

WBS ID Task Start Finish Duration

(days)

1 Planning 18/08/2014 22/08/2014 5

2.3 Reviewing Purchasing Business Process (BP) 26/08/2014 05/09/2014 9

2.4 Reviewing Timesheeting BP 26/08/2014 10/09/2014 12

2.5 Reviewing Work Management BP 26/08/2014 18/09/2014 18

2.6 Reviewing Payroll BP 26/08/2014 15/09/2014 3

2.7 Reviewing Finance BP 26/08/2014 11/09/2014 4

2.9 Reviewing Asset Management BP 04/9/2014 05/09/2014 2

2.10 Reviewing Warehousing BP 08/09/2014 11/09/2014 4

3 Reviewing IT Services Delivery Review 26/09/2014 29/09/2014 25

4 Analyzing Systems Integration 19/09/2014 23/09/2014 3

5 Developing ESI PMP 23/09/2014 03/10/2014 9

Table 4 Critical Path



4 . 3 S t a g e D e s c r i p t i o n s The correlation between the project stages, deliverables and milestones is as follows:

Stage Description Deliverables and

Milestones

Planning PM and two SMEs develop ESI SS PMP by identifying

tasks, resources, budget, time, communication plan and

risks of ESI SS.

Milestone 1:

Planning completion on 22

August 2014

Deliverables:

- The ESI SS PMP

- Checklists

- Work packages

- Meeting arrangement

Executing:

Data Gathering

- Business Analysts (BA) will capture the important data

of ExGov’s current BP in the sampling locations. The

data will be collected through interview, observation

and document review.

- The database experts will identify and analyse the

current ExGov IT data structure and a BA will review

ExGov’s IT service delivery process through interviews

with ExGov’s IT staff, IT document review and

observation.

- The technology Analyst will conduct data gathering

and then analyse the current ExGov’s IT

infrastructure. The data will be collected through

interview with IT staff, document review and

observation.

Milestone 2:

BP review completion on

18 September 2014

Deliverables:

BP Review working notes

Executing:

ESI PMP

Development

The core team consists of a PM and two SME consolidate

and analyse all work notes to define scope, tasks,

resources and risks for the ESI PMP draft then it will be

reviewed by QA specialist.

Rework of ESI PMP draft will be needed to provide the

final draft of ESI PMP. The PM will request approval

from SC and PMO.

Deliverables:

- IT Service Delivery

working notes

- The ESI PMP

Monitoring:

- Monitoring

Deliverables

- Conducting

quality assurance

The PM will monitor the task performance and its

working notes as scheduled during the task

implementation. In addition, the PM and SMEs will

perform quality assurance over each the final deliverable

(the ESI PMP).

Temporary Deliverables:

- working notes review

- the ESI PMP draft

Closing:

Closing Meeting

The meeting scheduled to be held at the end of the

project. It will involve PM, SME and Steering Committee.

Milestone 3:

ESI PMP sign-off on 3

October 2014.

Table 5 Correlation between the project stages, deliverables and milestones



4 . 4 W o r k P a c k a g e D e s c r i p t i o n s The work package for WBS ID 2.2 1st Briefing of BP review Start-end Dates: 25 August 2014 Drop-dead Date: 25 August 2014 Purpose: BAs understand the purposes, requirements and quality of BP review so that BAs able to deliver a good quality data and analysis to produce ESI PMP

Steps/Approach:

1. The core team consists of PM and one SME will make a presentation about ESI SS’s goals and time frame

2. The PM will give information about the quality of data expected for the ESI SS’s data gathering

3. Documents about the checklist and work package (WP) for each BP review in each sample location will be provided by PM for BAs

4. Question and answer session will be provided for BAs in order to accommodate unclear information regarding the data gathering

Resources: 1 PM and 1 SME

Efforts: 3 hours of 4 hours (half day)

The standard to be applied: ESI SS preliminary assessment

Constraints/ Assumption:

1. All BAs are able to attend the briefing 2. All BAs have sufficient knowledge about BP and ERP system 3. All BAs have experiences doing BP reviews

Generic form of the work package for WBS ID 2.3.1 Reviewing BP Start-end Dates: 26 August – 18 September 2014 Drop-dead Date: 18 September 2014 Purpose: To capture data about BP and people associated with that BP in several in ExGov.

Steps/Approach:

1. PA will check availability of the BP key person in each sample offices 2. PA will find an alternative key person, if the first key person is not available in the BP

review time range 3. PA will creates interview schedules for BA 4. BA will study the checklist to understand the requirement data needed 5. BA conduct interviews with the key person 6. BA studies the available BP documentation in that office 7. BA conduct observation for specific BA in that office 8. BA creates work notes to document the information and data acquired from interview,

document review and observation

Resources: A team of BAs for specific BP reviews in all sample locations

Efforts:

1. Purchasing: 18 man-days in 3 locations (6 man-days /location) 2. Timesheeting: 12 man-days in 3 locations (4 man-days /location) 3. Work Management: 36 man-days in 3 locations (12 man-days /location) 4. Payroll: 6 man-days in HQ 5. Finance: 8 man-days in HQ



6. Asset Management: 2 man-days in Warehouse 7. Warehouse: 8 man-days in Warehouse

Standard to be applied:

1. Obtain sufficient data based on the BP review checklist provided. 2. Create work notes that can be understood by other BA and PM 3. Create documentation after finish reviewing each BP in each sample location

Constraints/ Assumptions: all key persons for each BP at each sampling location will be available during ESI SS data gathering period.

The work package for WBS ID 4.2 Identifying Risks

Start-end Dates: 19 August 2014 Drop-dead Date: 23 August 2014 Purpose: To identify and understand all the risks that may influence the quality, duration and budget of the ESI project.

Steps/Approach:

1. Review all collected working notes 2. Identify risks that may arise during the ESI project 3. Estimate the impact of each risk from the brainstorming session 4. Create list order based on the likelihood and the impact of risks on the ESI project 5. Define the relevant risk response and a plan for monitoring

Resources: 1 SME.

Efforts: 2 of 3 days.

The standard to be applied: PMO standard of risk register

Constraints/ Assumption:

1. All data gathering process has finished 2. All work notes from data gathering have been collected 3. All work notes can be understood by SME responsible for the risks.



5 P R O J E C T O R G A N I S AT I O N A N D R E S O U R C E P L A N 5 . 1 P r o j e c t O r g a n i s a t i o n

Figure 2 Project Organisation



5 . 2 R e s o u r c i n g P l a n

Role Responsibility Skills and Knowledge Required Duration Total

Days

Utilization (% of Time)

Rate/ Day ($)

Total Cost ($)

Description

Project Manager

Responsible for developing the Scope Study Plan, managing all tasks and resources, reviewing business process, performing quality control, systems integration analysis and developing ESI PMP

x Project Management Professional (PMP)

x Expertise in planning ERP implementation

x Business IT analytical skills

18/08/2014 – 3/10/2014

35 100% 1,375 48,125 The PM also performs as a Business Analyst on reviewing Payroll and Work Management business process. In addition, PM involves in reviewing IT service delivery.

Subject Matter Expert (SME) 1

Responsible for developing the Scope Study Plan, reviewing business process (timesheeting and payroll), systems integration analysis and developing ESI PMP

x Expertise in planning ERP implementation

x Expertise in ERP-Timesheeting and Payroll Modules


x Communication skills

18/08/2014 – 3/10/2014

35 100% 1,500 52,500 The skill required for timesheeting is critical for the scoping study as the skill is not available on another SME’s and BA’s.

SME 2 Responsible for reviewing business process (purchasing and finance), developing ESI PMP

x Expertise in ERP-Purchasing and Finance Management Modules



25/08/2014 – 11/09/2014 and 26/09/2014

15 100% 1,375 20,625 The SME is Melbourne based. If it is not available during the period, BA from Sydney will replace it. Consequently, the costs for salary and allowances will increase.

SME 3 Responsible for data conversion from ExGov

x Data warehousing x Data quality

25/08/2014

6 100% 750 4,500 Supported by two graduates




Days


Rate/ Day ($)

Total Cost ($)

Description

legacy systems to Megacorp ERP

x Data conversion and 12/09/2014 – 18/09/2014

SME 4 Responsible for developing ESI PMP and providing quality assurance as Quality Specialist

x Expertise in ERP modules

x Expertise in ERP implementation project

x Quality Assurance Professional

01/10/2014 – 02/10/2014

2 100% 3,125 6,250 Alternatively, if the SME is not available, PM could conduct teleconference with PM’s Singapore-based to examine ESI PMP.

Technology Analyst

Responsible for developing ESI Technology Transition Plan: provide final costings covering infrastructure, support and ERP licenses and seat costs

x Expertise in IT planning x ERP Acquisition x Communication skills

25/08/2014 – 29/09/2014

26 100% 600 15,600 Will be working closely with ExGov’s IT Team so that if the staff is not available, then the task will be performed by ExGov IT Team.

Business Analyst (BA) 1

Responsible for reviewing business process (purchasing and finance)

x Expertise in ERP-Purchasing and Finance Management Modules



25/08/2014 – 11/09/2014

14 100% 1,375 19,250 The BA is Sydney-based, but will be available in Melbourne during the period. Additional allowance might be required for airfares.

BA 2 Responsible for reviewing business process (work management) and systems integration analysis

x Expertise in ERP-Works Management Modules


x Communication skills x Documentation skills

25/08/2014 – 18/09/2014 and 22/09/2014 – 23/09/2014

21 100% 750 15,750 The BA is Melbourne based. If it is not available during the period, BA from Sydney will replace it. Consequently, the costs for salary and




Days


Rate/ Day ($)

Total Cost ($)

Description

allowances will increase.

BA 3 Responsible for reviewing business process (work management)

x Expertise in ERP-Works Management Modules



13/09/2014 – 18/09/2014

12 100% 1,125 13,500 The BA is Sydney based. It requires additional budget $200ay for daily allowance and $500/week for airfares from Sydney to Melbourne (returns). In addition, the BA will not available during the weekend.

BA 4 Responsible for reviewing business process (asset management and warehousing)

x Expertise in ERP-Asset Management and Warehousing Modules



03/09/2014 – 11/09/2014

7 100% $750 5,250 The BA is Melbourne based. If it is not available during the period of time, it will be replaced by BA from Sydney. Consequently, the costs for salary and allowances will increase.

BA 5 Responsible for reviewing business process (warehousing)

x Expertise in ERP-Asset Management and Warehousing Modules



08/09/2014 – 11/09/2014

4 100% $1,125 4,500 The BA is Sydney based. It requires additional budget $200ay for daily allowance and $500/week for airfares from Sydney to Melbourne (returns). In addition, the BA will not available during the weekend.




Days


Rate/ Day ($)

Total Cost ($)

Description

Graduate 1 Responsible to support SME’s and BA’s on the business process review, systems integration analysis and ESI PMP drafting

x Basic project management

x Documentation skills x System analysis x Knowledge of enterprise

systems

26/08/2014 – 04/09/2014 and 19/09/2014 – 25/09/2014

15 100% Free - -

Graduate 2 Responsible to support SME on data conversion


x Programming

12/09/2014 – 18/09/2014

5 100% Free - -

Graduate 3 Responsible to support SME on data conversion


x Programming

12/09/2014 – 18/09/2014

5 100% Free - -

Table 6 Resourcing Plan


Megacorp L td 06 May 2014 o f 28

6 C O S T S C H E D U L E The total budget for Scoping Study of ESI Project is AU$223, 550 included contingency costs. Most

of budget will be allocated for resource costs such as salary, travel allowance, and airfare

allowance. Travel allowance within Victoria (outside Melbourne CBD) per day is AU$250, airfare

allowance (return) is AU$500, and accommodation allowance for Sydney-based staff per day is

AU$200.

Cost

Estimation Week-1 (18-22 Aug)

Week-2 (25-29 Aug)

Week-3 (1-5 Sep)

Week-4 (8-12 Sep)

Week-5 (15-19 Sep)

Week-6 (22-26 Sep)

Week-7 (29 Sep-3 Oct)

Total

Salary Cost 14,375 35,625 40,500 46,000 27,187.50 20,937.50 21,225 205,850

Travel

Allowance

- 2,000 5,600 4,800 2,800 - - 15,200

Airfare Cost - 500 500 1,000 500 - - 2,500

Total 14,375 38,125 46,600 51,800 30,487.50 20,937.50 21,225 223,550

Table 7 Weekly Cost Estimation

The detail of budget and cost will be presented in Appendix D

7 A S S U M P T I O N S , C O N S T R A I N T S , D E P E N D E N D E N C I E S 7 . 1 A s s u m p t i o n s a. The project fund will be available starting at planning stage

b. Travel allowance will be applicable for project team members who work outside of Head office/Melbourne area. In addition, Sydney-based team members will also get an additional accommodation allowance during their work in Melbourne

c. All project members will be available as scheduled (no one takes leaves at the particular time)

d. Each ExGov’s key personnel has alternate officers as the source of knowledge for data gathering, so that rescheduling of meetings and interviews can be avoided.

e. The 30% of positive perception of the project success criteria is derived from the percentage of the number of involved offices (5) to the total number of ExGov offices (17).

f. Project team member from ExGov will report the work progress to ExGov’s CIO.

7 . 2 D e p e n d e n c i e s a. The project execution starts after kick off meeting

b. System Integration Analysis task can only be commenced after the completion of BP Review and IT Service Delivery Review tasks

c. The ESI PMP Development task will be commenced after the completion of System Integration Analysis task

d. ESI PMP draft can be finalized after the workshop feedback.



8 R I S K S The risk register represents the list of risk scenario with its probability, impact and response using root cause analysis and assumption analysis. Root

caused analysis of a risk scenario will formulate the detail of the cause (triggers), while assumption analysis will formulate consideration to determine a

score for each risk and how to address it. Some of the identified risks have already responded during the formulation of this document, therefore the list

of risk scenarios shown in the following table are the ones that still caused residual risk that need to be considered, especially the risk that classified as

‘Tiger’ risk:

No Risk Scenario

Possible Trigger(s)

Quantification Risk Response Strategy

(Avoid, Mitigate, Transfer)

Residual Risk Quantification

Probability (score)

Impact (score)

Probability (score)

Impact (score)

Classification (p x i)

1 Project team unavailable to do the assigned task

- Suddenly/ emergency leave

- Health problem - Internal conflict

High (80%)

Unpredicted occurrence of triggers

High (10)

- Increase the

effort to hire new staff

- Fail to finish the project because it is too late to hire staff

- Need to revise the schedule

- Delay of project completion

- Exceed the budget

- Assign each high risk task (Appendix G) to two or more the project team members with the same skills as co-workers and backup.

- Promote negotiation technique to overcome internal conflict

- Set an agreement with personnel providers besides PMO, such as the consultant firm and ExGov, to prepare alternate personnel.

High (80%)

Unpredicted occurrence of triggers

Medium (6)

- Need to

revise the schedule

- Delay of project completion because the high risk tasks will be performed by one personnel or a new one.

- Exceed the budget

Tiger Score: 4.8

Require close monitoring

2 The data gathered is insufficient to support

- Lack of documentation in ExGov offices

- Sampling error

Medium (60%)

Triggers can

Medium (6)

- Reduce the

- Design comprehensive checklist for data gathering by considering recommendations from

Low (25%)

Triggers can

Medium (6)

Initial impacts

Alligator Score: 1.5

Require



No Risk Scenario

Possible Trigger(s)

Quantification Risk Response Strategy

(Avoid, Mitigate, Transfer)

Residual Risk Quantification

Probability (score)

Impact (score)

Probability (score)

Impact (score)

Classification (p x i)

Developing ESI PMP task.

- Inexperienced interviewee

- Inaccurate/ incomplete given information

be predicted quality of deliverables

- Reduce the quality of analysis

the business process owner towards the business process and personnel associated.

- Involve PMO to review the related deliverables

- Establish the subtask of monitoring deliverables in each corresponding business process review.

be controlled because there will be a point of reference for information required and appropriate people.

still applied when the risk occurs.

quality assurance due to its possibility to become ‘Tiger’ risk.

3 Negative perception of ExGov towards upcoming ESI project

- Misconception of the project team about the ESI project

- Miscommunication between the project team and ExGov personnel

High (80%)

Triggers can be easily occurred by rumours spreading

High (10)

- Lack of

support from ExGov key personnel

- Resistance from ExGov workforce

- Fail to finish the project

- Emphasize the importance of partnership environment between the project team and ExGov personnel

- Conduct briefings and meetings for the project team to have the same vision about the SS project and upcoming ESI project so that they can send accurate and positive message about the ESI project to ExGov personnel involved.

Medium (60%)

The occurrence of triggers can be reduced.

High (10)

Initial impacts still applied when the risk occurs.

Tiger Score: 6

Require close monitoring

Table 8 Risk Register



9 Q U A L I T Y AS S U R A N C E A N D C O N T R O L 9 . 1 Q u a l i t y G o a l s The quality goals for this project are:

1. The ESI SS PMP identifies the scope, cost, tasks, resources and risks to ensure the ESI PMP development will be conducted in the proper manners. The qualified data and analysis of the SS project, ESI PMP will have an accuracy to define scope, tasks, resources, time, and cost so that the ESI project can achieve its objectives..

2. The ultimate goal of the ESI SS project is to ensure the ESI project delivers business benefits as expected by ExGov stakeholders. The ESI SS has role to plan the ESI project so that the ESI project can deliver all the business benefits of an ERP implementation system for ExGov and to provide financial consolidation for Megacorp, because those two benefits are the reasons for conducting the ESI project.

3. The SS ESI project provides valuable inputs so that the ESI project can be delivered on budget and on time. As ExGov is a small company, having an ERP implementation that is off budget and off time will generate great risk to ExGov and will make some of the targeted business goals (cost reduction and financial integration) cannot be achieved.

9 . 2 Q u a l i t y M a n a g e m e n t O r g a n i s a t i o n The ESI project manager will do Quality Assurance (QA) processes. The BA who analyses each process have to submit reports and checklist in each week to the project manager. This following figure illustrates the Quality Management Organisation during the ESI Scoping Study:

Figure 3 Quality Management Organization



9 . 3 Q u a l i t y M a n a g e m e n t P r o c e s s In order to achieve goals of the ESI project, the ESI SS will have several tasks as follows:

Phase Quality Objective

Process/Technique/ Testing to Achieve

Quality

Quality Metric to

Pass

Responsible Party

ESI SS PMP Development

To provide an ESI SS PMP with standards required by the PMO.

Create ESI SS PMP uses standard PMP template provided and get reviewed by the PMO.

The PMO has signed-off the ESI SS PMP.

Project Manager and PMO

Data Gathering (BP review, Technology, and Data conversion)

To ensure all the data gathering processes (BP review, technology review, data structure) are capturing the current BP, people, data and infrastructure, and providing sufficient quality data in order develop a good quality ESI PMP project.

Provide checklist and ensure BAs have done all checklist.

The checklist will identify all BP to be done and data needed for developing ESI PMP

Project Manager

Monitoring deliverables by reviewing all BA’s and technology’s work notes and documentation

Work notes and documentation have sufficiently captured the right BP, IT and data infrastructure.

Project Manager

Hire qualified BAs and assigned those BAs based on their expertise area.

Only hire an expert and experienced BA for specified BP in the ESI SS.

Project Manager

Interview with the right person for each certain area of data gathering

Interview the most knowledgeable person for certain areas of data gathering (BP, technology and data) in the SS time frame

Project Manager

ESI PMP Development

To provide the ESI PMP with standards required by the PMO and clearly define tasks, resources, deliverables, risks, time and budget which favours all key stakeholders.

Create ESI SS PMP uses standard PMP template provided and get reviewed by the PMO.

The PMO has signed-off the ESI PMP.

Project Manager and PMO

Conduct meeting and present the scope and strategy of ESI project, to deliver the targeted business objectives.

SC has approved and signed-off the ESI PMP.

Project Manager

Table 9 Quality Management Process



1 0 G O V E R N A N C E 1 0 . 1 G o v e r n a n c e O r g a n i s a t i o n a n d T e r m s o f R e f e r e n c e In terms of decision-making and project governance, the responsibilities of stakeholders are described as follows:

Stakeholders Responsibilities

Steering Committee (SC)

x Reviewing and approving the scope of ESI SS x Reviewing and approving major deliverables as defined in the scope of

ESI SS x Approving budget allocation x Reviewing and approving any changes of risks, scope, schedule and

budget of ESI SS x Providing policy decisions and solutions for strategic issues x Providing direction and guidance the ESI SS x Participating in project meetings as requested by the Project Manager

Project Manager (PM)

x Reviewing and approving deliverables as defined in the scope of ESI SS

x Reporting progress of the ESI SS to SC, including cost budget performance, risks and project’s status

x Reporting any changes in regard with risks, scope, schedule and budget of ESI SS

x Coordinating all SC members and related stakeholders x Arranging meetings with SC and related stakeholders

MegITS Project Officer

x Providing database of project resources required to support ESI SS x Arranging contracts of the workforce that are hired for ESI SS

Project Management Office (PMO)

x Providing database of project resources required to support ESI SS x Arranging contracts of the workforce that are hired for ESI SS x Providing assurance that the project comply with corporate standards

EXGov Business Process Owner

x Approving deliverables (working notes) that are generated by the project teams

Table 10 Governance Organisation

Meetings arrangement to support the project governance will be conducted on the following dates:

Meetings Purposes

Kick Off Meeting

x To provide a brief description of ESI SS PMP, covering: 9 Project Teams 9 Project Activities & Milestones 9 Project Deliverables & Quality Assurance 9 Project Governance

x To ensure that related stakeholder are aware and engaged with ESI SS x To obtain commitment from the project team, PMO and ExGov

Executives for supporting ESI SS

Meetings with ExGov Key Personnel

x To obtain engagement from related key personnel for supporting ESI SS x To inform the scope of the ESI SS project and the objectives of the

upcoming ESI project

Periodic Meetings

x To deliver the progress and performance of ESI SS x To monitor and evaluate deliverables of ESI SS



x To inform any changes of ESI SS PMP with regard to risks, scope, schedule and budget

Table 11 Meeting Arrangement

1 0 . 2 S i g n - o f f a n d A c c e p t a n c e P r o c e s s In terms of sign-off and acceptance process, the key stakeholders involved are described as follows:

Stakeholders Approval Activities

Steering Committee (SC)

x Approving the ESI SS PMP x Approving the ESI SS deliverables

Project Manager (PM)

x Reporting completion of the ESI SS to SC x Arranging sign-off meetings with SC and related stakeholders

Quality Assurance Specialist

x Providing quality assurance of ESI PMP Final Draft before it is presented to the SC

x Approving the ESI PMP Final Draft

Business Process Owner

x Providing feedback and recommendation in regard with the deliverables (ESI SS PMP) before it is presented to the SC

Table 12 Sign-off Authority

The sign-off and acceptance process will be conducted on Closing Meeting of ESI SS

03/10/2014. The purposes of this meeting are:

x To deliver the completion of ESI SS to the SC

x To monitor and evaluate deliverables of ESI SS

x To inform any changes of ESI SS PMP with regard to risks, scope, schedule and budget



1 1 A P P E N D I X Appendix A - Glossary

Task First level decomposition of Work Breakdown Structure Stage A process of a project management (Initiating, Planning, Executing, Monitoring &

Controlling and Closing) Phase Encapsulation of tasks

Appendix B – Key Stakeholders

Key Stakeholder

Title Responsibility

Executive Sponsor

Megacorp CEO To provide ultimate guidelines based on the corporate strategic goal

Project Sponsor

Megacorp Senior Finance Executive To support the project manager by providing direction and funding

Steering Committee

MegITS CIO, ExGov CEO, MegITS Executive Officer-Projects, Megacorp Senior Finance Executive

To review and monitor the project phases, progress, issues and to approve a certain amount of expenditure.

ExGov Executives

ExGov CEO and CIO To provide insight and resources required to support the project.

Project Manager

Member of MegITS Project Office To manage the project by conducting the project phases.

Project Coordination Team

ExGov General Manager – Operations, ERP Consultant and Megacorp Accountant

To conduct the coordination meeting with steering committee and provide expertise/insight from each organization.

Megacorp IT Services (MegITS)

Megacorp subsidiary which centralises Megacorp IT function

To provide IT resources for the project.

Megacorp Accountant

Personnel of Megacorp Finance Department

To provide financial and accounting expertise to support the implementation of ERP Financial module

ERP Consultant Member of external ERP consulting firm (ERP Professional Services)

To support the Project Manager with ERP expertise within initiating and planning phase

ExGov Users ExGov Managerial/administration staff, Field staff

To test and utilize project outcomes.

Business Process Owner

ExGov Head of operation department

To approve the deliverables that are generated from business process review

Appendix C – Detailed Project Schedule

A02 - Final ESI Project Scope Study.mpp A02 - Final ESI Project Scope Study.pdf



Appendix D – Detailed Costs

No Resource Name

Total Number

of Working

Days

Number of

Working Days

Outside HO

Rate/d ($)

Total Salary

Cost ($)

Total Allowance Cost *)

($)

Total Airfare

Cost ($)

Total Cost ($)

1 Freda Grille 35 6 1,375 48,125 1,500 - 49,625

2 David

Riddle

35 4 1,500 52,500 1,000 - 53,500

3 Song Wu 15 3 1,375 20,625 750 - 21,375

4 Carl Lim 14 3 1,375 19,250 750 500 20,500

5 Mona Liser 21 12 750 15,750 3,000 - 18,750

6 Georgio

Armane

7 6 750 5,250 1,500 - 6,750

7 Arnold

Gate

12 6 1,125 13,500 3,900 1,500 18,900

8 Marvin

Mitch

2 - 3,125 6,250 - - 6,250

9 Craig

Datum

6 - 750 4,500 - - 4,500

10 Fred Turk 26 - 600 15,600 - - 15,600

11 Lisa Mayer 4 4 1,125 4,500 1,800 500 6,800

12 Jason

Briggs

5 - 0 - - - -

13 Jordon

Rivers

5 - 0 - - - -

14 Jenny Fello 15 4 0 - 1,000 - 1,000

Total Cost 205,850 15,200 2,500 223,550

*) for Sydney-based Staff or working Outside HO

Appendix E - Risk Rating Definition

Rating Probability Percentage Impact Score (1-10)

Low Less than 25% likelihood of occurrence

Less than 3 Mild impact on the project

Medium 25%-75% likelihood of occurrence

3-7 Moderate impact on the project with possibility to be a bigger issue for the project

High 76%-100% likelihood of occurrence

8-10 Top priority risk because has significant impact on the project



Appendix F - Risk Classification Definition

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0 1 2 3 4 5 6 7 8 9 10

Pro

bab

ility

Impact

Kitten

Puppies Tiger

Aligator

Appendix G - Risk rating for WBS tasks

WBS 2nd Level Task

Number of Man-day

Risk Rating (High risk is over 5 Man-days)

Developing Technology Transation Plan 25 High Reviewing Works Management 12 High Reviewing Finance 8 High Reviewing Warehousing 8 High Reviewing Purchasing 6 High Reviewing Payroll 6 High Reviewing Data Conversion 5 Medium Reviewing Timesheeting 4 Medium IT Service Delivery 4 Medium Reviewing Legacy Applications 3 Low Reviewing Asset Management 2 Low

Appendix H – Details of WBS

WBS ID Task Name

1 Planning 1.1 Identifying Task 1.2 Defining resources required 1.3 Hiring staff 1.4 Developing checklist for Business Process Review 1.5 Arranging appointment 1.6 Drafting ESI SS PMP Milestone 1 Planning Completion 2 Reviewing Business Process (BP) 2.1 Kick Off Meeting

2.2 1st Briefing for BP Review (Purchasing, Financial, Payroll, Timesheeting and Works Management) and IT Services Delivery

2.3 Reviewing Purchasing BP 2.3.1 Gathering data at Head Office 2.3.2 Gathering data at Warehouse 2.3.3 Gathering data at Regional Office (RO) 3



WBS ID Task Name

2.3.4 Monitoring deliverables 2.4 Reviewing Timesheeting BP 2.4.1 Gathering data at Head Office 2.4.2 Gathering data at Warehouse 2.4.3 Gathering data at RO 3 2.4.4 Monitoring deliverables 2.5 Reviewing Work Management (WM) BP 2.5.1 Gathering data at RO 1 2.5.2 Gathering data at RO 3 2.5.3 Gathering data at RO 5 2.5.4 Monitoring deliverables 2.6 Reviewing Payroll BP 2.6.1 Gathering data at Head Office 2.7 Reviewing Finance BP 2.7.1 Gathering data at Head Office 2.7.2 Monitoring deliverables 2.8 2nd Briefing for BP Review (Warehousing and Asset Management) 2.9 Reviewing Asset Management (AM) BP 2.9.1 Gathering data at Warehouse 2.9.2 Monitoring deliverables 2.10 Reviewing Warehousing BP 2.10.1 Gathering data at Warehouse 2.10.2 Monitoring deliverables Milestone 2 BP Review Completion 3 Reviewing IT Services Delivery 3.1 Reviewing Data Conversion 3.2 Reviewing Legacy Applications 3.3 Developing Technology Transition Plan 3.4 Monitoring deliverables 4 Analyzing Systems Integration 4.1 Consolidating BP Reviews Documentation 4.2 Identifying risks 4.3 Identifying ESI PMP tasks 5 Developing ESI PMP 5.1 Drafting ESI PMP 5.1.1 Defining scope 5.1.2 Analyzing risks 5.1.3 Defining resources required 5.1.4 Defining quality assurance approach 5.2 Conducting seminar/workshop 5.3 Conducting PMP QA 6 Closing ESI SS Meeting Milestone 3 ESI PMP Sign-Off

A02 - ESI SS PMP Final.pdf

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