Project Management Plan Contents and Templates

Project Management Plan

For

- <CUSTOMER> -

Revision 1.0

Customer - Project Manager

Vendor - Project Manager

Date 2014

Project Management Plan Page ii

ii

Table of Contents

1. Overview ................................................................................................................... 3 1.1. Project Purpose, Objectives, and Success Criteria ............................................ 3 1.2. Project Deliverables ........................................................................................... 3 1.3. Assumptions, Dependencies, and Constraints .................................................. 3

2. Project Organization ................................................................................................ 5 2.1. Team Structure .................................................................................................. 5 2.2. Roles and Responsibilities ................................................................................. 6

3. Managerial Process Plans ....................................................................................... 7 3.1. Staffing Plan ...................................................................................................... 7 3.2. End User Training Plan ...................................................................................... 8 3.3. Detailed Monitoring Plan .................................................................................... 9 3.4. Communication and Reporting Plan .................................................................. 9 3.5. Risk Management Plan .................................................................................... 12 3.6. Issue Resolution Plan ...................................................................................... 12 3.7. Project Close-Out Plan .................................................................................... 13 Appendix A – Project Plan ....................................................................................... 16 Appendix B – Detailed Monitoring Plan .................................................................... 17 Appendix C – Change Request Form ...................................................................... 18 Appendix D – Risk and Issue Management Templates ........................................... 19 Appendix E – Progress Reporting Template ............................................................ 21 Appendix F – Meeting Minutes Template ................................................................. 24

Project Management Plan Page 3

3

1. Overview

The Company Intro in Brief

1.1. Project Purpose, Objectives, and Success Criteria

Project Purpose The purpose of this project is to implement ERP - at <Customer>, which will help <CUSTOMER> to

improve its operational efficiency, enhance productivity and control over operations by adopting industries

best practices embedded in ERP business process. And to provide the project management tasks in

support of the overall project and the various phases of implementation.

Objectives and Success Criteria

The project covers the following high level objectives:

• Process Improvement by implementing industry’s best practices

• Improve administrative (cross functional) collaboration

• Transfer user skill sets

• Automated accounting rules and chart of accounts classifications

• Implementation of <xyz Product>

- Financials

- Purchasing

- Inventory

- Sales Order Management

1.2. Project Deliverables

Following are the key deliverables of the project:

Deliverable Recipients Delivery

Date

Delivery

Method Comments

Task

Id

Project Preparation <CUSTOMER> Jan-11 2014 Memo for

confirmation /

Site Inspection

16

ABC Execution <CUSTOMER> Feb-22 2014 On Server 51

Validation & Acceptance

Testing

<CUSTOMER> Mar-02 2014 Acceptance

Certificate

63

Post Execution Activities <CUSTOMER> Mar-29 2014 On Test

Server /

Acceptance

Certificate

68

1.3. Assumptions, Dependencies, and Constraints

Assumptions


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• <CUSTOMER> shall provide proper working space and other resources to <VENDOR> team. • <CUSTOMER> shall provide timely response to information request and required approvals to

go-forward from <VENDOR> within 3 business days. • <CUSTOMER> shall provide the personnel / executive support and access as reasonably

requested by <VENDOR> to meet the identified timelines for this project • <CUSTOMER> shall ensure participation of its staff in the coordination meetings to ensure quick

decision making and timely approvals to avoid any project delays. • Any delay / operational hindrance in providing information and/or sign-off shall consequently

result in delay in the overall project and should not be included in the time line. This may have material affect on the contract executed by <VENDOR> and <CUSTOMER>.

• There shall be adequate involvement from IT and Business Management for interviews, facilitation sessions, and project guidance and the involvement of key IT-Business liaisons to gather the information required to perform the assignment.

• <CUSTOMER> shall provide access to any work previously performed on related projects that could be of use to <VENDOR> such as presentations, project schedules, BPR and business plans, etc.

• <CUSTOMER> shall provide access to documentation of processes and manuals, related performance measures and any current state reports/studies.

• <CUSTOMER> shall assign a full-time project manager to this project to assist with data gathering, interviews and any other reasonable assistance required for this project

• <CUSTOMER> project management office shall arrange the time and place with the interviewers as per the project plan

• <VENDOR> shall deploy its people in accordance with the project plan/Staffing Plan (2.3) • <CUSTOMER> will provide balances as of Mar-31 2014 for go-live activities. • Oracle System will go-live in April. <CUSTOMER> will run parallel system till Jun-30 2014 and

from Jul-01 2014 legacy system will be shutdown.

Dependencies

• <VENDOR> team will be dependent on <CUSTOMER> team for information and the decisions

where needed.

• <VENDOR> team deliverables will be dependent on <CUSTOMER> response i.e. document

acceptance / signoff.

Constraints

• Availability of <CUSTOMER> SMEs


5

2. Project Organization

2.1. Team Structure


6

2.2. Roles and Responsibilities

Project Director: is responsible for: • Securing funds and resources for the project • Participate in project planning (high level) and the development of the Project Management

Plan • Serving as level 2 escalations for <CUSTOMER> .

• Provides support for the Project Manager; assists with major issues, problems, and policy

conflicts; removes obstacles; is active in planning the scope; approves scopes changes;

signs off on major deliverables; and signs off on approvals to proceed to each succeeding

project phase.

Solution Architect: is responsible for: • Ensuring timely delivery of technical deliverables. • Clearing hindrances/road blocks and ensuring timely availability of resources. • Reviewing the project’s progress. • Assist in project implementation to achieve the project objective. • Identify risks and issues and help in resolutions.

Project Manager: is responsible for: • Serving as the focal point for all communication between (CUSTOMER > and <VENDOR>. • Track timelines, budgets, risks and monitor overall progress of the project. • Serving as level 1 escalation for < CUSTOMER >. • Providing regular updates to <CUSTOMER>and meeting with <CUSTOMER>PMO. • Provisioning of signoffs on deliverables by Business/technical stakeholders.

• Assure speedy resolution to issues and provide guidance to the consultants.

Track Leads: is responsible for: • Overseeing support resources and checking quality of deliverables. • Interacting with senior <CUSTOMER>end users as required. • Identify risks and issues and help in resolving them.

• Assure speedy resolution to issues and provide guidance to the consultants.

Consultants: are responsible for: • Data gathering, entering setup data and executing the application. • Resolving functional issues reported by < CUSTOMER>. • Interacting with <CUSTOMER>Analysts and End Users to resolve issues. • Logging service requests with Oracle support services.

Developer: is responsible for: • Understanding the report development requirements of < CUSTOMER>. • Developing customized reports

DBA/System Administrator: is responsible for: • ERP Server Administration. • Operation of Storage and Backup systems. • Systems Patching. • Running Oracle utilities such as adadmin and adpatch and backup/recovery.


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Managerial Process Plans

2.3. Staffing Plan

<VENDOR> will allocate following team members to the implementation project:

<VENDOR> Team

Sr. # Resource Name Role Cell # Utilization Days

1 Senior Solution Architect/Manager 40% 24

2 Project manager 35% 21

3 Track Lead SCM 80% 49

4 SCM Consultant 30% 18



7 Track Lead Financials 80% 49

8 Financials Consultant 100% 61

9 Financials Consultant 100% 61

10 DBA/System Administrator 20% 12

11 Developer 100% 61

<CUSTOMER> Team

Sr. # Resource Name Role Cell #

1 Project Manager

2 Manager IT Infrastructure

3 Financials Support

4 SCM Support

5 Project Lead

6 Financials User

7 Financials User

8 Financials User

9 SCM User

10 SCM User


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2.4. End User Training Plan

End user trainings will be conducted by <VENDOR> Functional consultants of implemented modules via

online workflows and videos that are available on the accelerator website. These training sessions will

equip the <CUSTOMER> team with the project methodology, solution overview, functionality and its

usage. Training will be provided to a maximum of 20 users and a maximum of 5 days session will be

allocated for Business User Training. The training schedule is as follows:

Sr. # Activity Duration Start Date End Date

1 User Training (Financials & SCM) 5 days 18-Mar-13 24-Mar-13

2.5. Training Plan


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Detailed Monitoring Plan

The Project Management Team is responsible for planning all project activities and ensuring that these

activities are completed within the targeted timeframes. To support this objective, the <VENDOR> Project

Manager will develop and maintain a Detailed Monitoring Plan (DMP), as outlined in Appendix B of this

document. (Work packages will be broken down into activities as project moves on in the DMP)

1. The <VENDOR> Project Manager will regularly update the Detailed Monitoring Plan. Following

each major update, these documents will be communicated to all project team members. 2. It is the responsibility of each functional team leader to communicate the status of activities listed

in the detailed monitoring plan and directly within their area of responsibility back to the <VENDOR> Project Manager.

2.6. Communication and Reporting Plan

Change Management Procedure <VENDOR> will also establish the Change Management Mechanism to be defined in the Project Management Plan. If either Party requires a change to the initial Project scope, their representatives will raise a formal “Change Request”. The change will be referred to as any requirement out of the initial scope of the project. Change request procedure will comprise of following high level activities:

• Written request with clear definition of change following the agreed upon process in place will be initiated by the respective stakeholder

• Duly approved by project manager / or authorized representatives from each party Impact analysis to be conducted by <VENDOR> Project Manager and concerned team (this must include impact upon Scope, Schedule, Budget and Quality)

• Review and approval/rejection of the request based on the Impact Analysis by <VENDOR> team • All changes will be recorded along with serial number

If changes are rejected, reason of rejection and its consequences shall be recorded. If changes are accepted, Project Plan shall be amended in order to accommodate the approved change. Escalation Procedure The following escalation procedure will be followed to:

1. Level 1: If an issue is not resolved to the satisfaction of <CUSTOMER>, it will be escalated to the <VENDOR> Project Manager by the <CUSTOMER> Project Manager.

2. Level 2: If an issue cannot be mutually resolved between the <VENDOR> Project Manager and the <CUSTOMER> Project Manager, it will be raised to the level of Project Director for <VENDOR>.

3. Level 3: If an issue cannot be resolved by the <VENDOR> Project Director, it will be escalated to the <VENDOR> Country Manager and <CUSTOMER> CEO

Acceptance Procedure Deliverable Acceptance Procedure The following procedure will be followed on the submission of deliverable materials:

All Deliverable Materials submitted to <CUSTOMER> by <VENDOR> will be signed off by <CUSTOMER> within three working days from the date of submission. If we did not receive any comments / feedback, it is deemed as accepted. Once observation is rectified it will be considered approved.

Unless written comments or objections are provided for any of the Deliverable Materials within the same duration by <CUSTOMER>, such documents will be deemed to have been signed off and accepted.

Where written comments are received by <VENDOR> within the stipulated timeframe, the <VENDOR> Project Manager shall agree with the <CUSTOMER> Project Manager what corrective actions need to be taken in order for the Deliverable to be deemed acceptable and


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subject to the agreed changes the <CUSTOMER> team will accept the Deliverable on re-submittal. intervention

Reporting Plan

Each <VENDOR> Track-lead will submit a weekly progress report to the <VENDOR> Project Manager

using the Progress Status Report template shown in Appendix E: Progress Reporting Template

This report will record the:

Status of work performed during the last weeks;

Planned activities that were not achieved;

Planned activities for the coming weeks

Key issues currently being faced and the actions required to resolve these issues;

Progress according to milestones; and Key meetings attended.

Communication Plan Following is the communication plan that would be used by both team to monitor and control the progress of the project and ensure timely delivery of project deliverables:

Type of

Communication

Communication

Schedule

Typical

Communication

Mechanism

Who Initiates Recipient

Status Report Weekly Team meeting Project Managers <CUSTOMER>

Project Manager

Detailed Monitoring

Plan

Weekly Email <VENDOR>

Project Manager

<CUSTOMER> and

<VENDOR> Project

Director

Project Review Bi-weekly Face to face <VENDOR>

Project Manager

<VENDOR> Project

Team

Steering Committee

Meeting

Every three week Members Meeting Project Directors Project Manager

Risk Mitigation

Status

As project

progresses, we

would analyze and

eliminate risk

accordingly.

Email and Personal

meetings

Responsible

team member

Project Managers

Requirement

Changes

As project

progresses, we

would analyze and

eliminate risk

accordingly.

Email and change

control tool

Project Director Project Director


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Steering Committee Members

S. # Members Role

CEO

CFO

CIO

<CUSTOMER> Project Manager

< VENDOR> Project Manager

<CUCTOMER> Power User

<VENDOR> Project Director


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2.7. Risk Management Plan

Risks are formally identified by the project management team at the start of the project. Risk is recorded in the Risk/Issue Record Form and listed on the Risk Register. During each subsequent fortnightly project management meeting, the project management team will meet to review the effectiveness of the management of the known risks, to identify any new risks and agree the actions required to mitigate all risks.

At any stage during the course of the project, a project team member can identify a new risk. Following discussion with the project manager, the identifier may be requested to define the risk using the Risk/Issue Record Form presented in Appendix D: Risk and Issue Management Templates

This must be immediately forwarded to the Team Project Manager.

The Project Manager will register the risk on the Risk and Issue Register and assign the next sequential number to the Risk Record Form.

Risks will be formally discussed by the <CUSTOMER> and <VENDOR> project managers at each fortnightly project management meeting or more frequently if necessary. During this meeting each risk will be prioritized by assessing the:

1. Probability of the risk becoming an issue 2. Impact on the success of the project, should the risk become an issue.

Priority H Will require actions to be performed immediately to mitigate the risk

Priority M Will require actions to be performed as soon as possible, typically within 1 week.

Priority L Will not require immediate or urgent action at this stage, but will still require monitoring

Mitigating actions will be agreed by the Project Management Team, assigning a responsible person and a

target date for completing the action. The <VENDOR> Project Manager will record the assigned actions

and their status on the Agreed Action List

The <VENDOR> Project Manager will distribute the Agreed Action List to all project participants following the project management meeting. Each person assigned a responsibility for performing a risk mitigating action (the “responsible person”) will be required to complete the action before the target completion date and communicate the status back to the “Accountable” person.

The responsible person will verify that the action has been completed, and will ensure that the Agreed Action List is updated before the next project management meeting.

The Project Managers will review the risks listed within the Risk & Issue Register and Agreed Action List

on a fortnightly basis to ensure that risks are being managed and that agreed actions have been

completed.

2.8. Issue Resolution Plan

An issue can be noticed by any project team member or stakeholder external to the core project team. All issues must be communicated immediately to the Project Management Team using the Risk/Issue Report Form presented in Appendix D: Risk and Issue Management Templates

The <VENDOR> Project Manager will review the issue and assign it the next available serial number in the Risk and Issue Register and will update the register with the details of the issue.

The Project Managers will meet fortnightly to formally review the project issues, or on an ad-hoc basis depending on the nature and severity of the issue. During these discussions, they will prioritize each issue as follows:

Priority H Will require actions to be performed immediately to mitigate the risk


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Priority M Will require actions to be performed urgently or as soon as possible,

typically within 1 week.

Priority L Will not require immediate or urgent action at this stage, but will still

require monitoring

Based on the priority of the issue, the project managers will agree on actions that need to be taken and assign accountability and target completion dates to each action.

The <VENDOR> project manager will update the Action List and distribute to all project team members following the fortnightly meeting, or issue specific actions on an ad-hoc basis as necessary.

Each person assigned a responsibility for performing an action (the “responsible person”) will be required to complete the action before the target completion date and communicate the status back to the “accountable person”.

The person accountable will verify that the action has been completed, and will ensure that the Agreed Action List and Issue Register are updated before the next project management meeting. These updates will include capturing:

Change to the status of the action Change to the status or priority of an issue The date the issue was closed and the nature of the resolution

The Project Managers will review the Risk and Issue Register and Agreed Action List on a fortnightly basis to ensure that risks are being managed and that agreed actions have been completed.

2.9. Project Close-Out Plan

The Project Review Meeting (PRM) will be convened by arrangement to review project compliance in an

assessment process for the project closure.

The project manager, project sponsor and the project business stakeholders all attend. The purpose of

the meeting is to:

Close out the project with the sponsor and stakeholders;

Communicate the change in project status to the project sponsor and business stakeholders;

Provide an orderly transition of the product from build to Go-Live; and

<VENDOR> Project Manager will publish an agenda at least one week in advance of the meeting and invite project participants.

<VENDOR> Responsibilities

Ensure the Solution is Deployed on the Production Environment;

Ensure the end-user training is completed;

Lead Final Acceptance Testing during this Phase;

Schedule and conduct Project Implementation Review meeting; and

Prepare for project closure.

<CUSTOMER> Responsibilities

Be actively involved in the Go-Live phase;

Ensure that the provision and data entry of Live Transaction is being done in the system by <CUSTOMER> staff; and

Monitor performance of the implemented solution.

<VENDOR> will provide a Project Closure Report to the <CUSTOMER> team as a result of this activity.


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Project Close-out Acceptance

This activity will be considered complete when <VENDOR> has delivered all Deliverable in section 1.2

and the solution is accepted by <CUSTOMER> team.


15

Revision History

Name Date Reason for Changes Version

Dec-14 2014 initial draft 1.0


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Appendix A – Project Plan


17

Appendix B – Detailed Monitoring Plan


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Appendix C – Change Request Form

Completed by: Completed on (date):

Change Request No: Assigned by Project Manager

Change Title:

Source:

Name of individual who

raised the change request

Status:

Raised, Under Review,

Under Analysis, Closed

Priority: H/M/L

Expected response time:

Change description (detailed if possible):

Change Analysis

Prepared by: Prepared on:

Impact of change on the plan and resource requirements:

Expected costs & benefits of implementing the change (narrative) :

List of controlled items affected by the change:

Estimated effort to modify the controlled items:

Estimated Cost

Change decision:

Implement, Postpone, Reject

Decided by: Date:

Justification:

Implementation assigned to:


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Appendix D – Risk and Issue Management Templates

Risk or Issue? Choice of Risk or Issue Risk ID: Assigned by Project

Manager

Risk Title Priority

Brief Description of Risk Assigned by

Project Manager H,M or L

Background

Describe the background to the risk or issue

Risk Description Probability

Describe the risk or issue being faced High

Moderate

Low

Impact if Risk becomes an Issue Impact on 7 Keys Y/N Impact

Describe the consequence of the risk materializing, or the

consequences of the current issue being faced.

Select which of the 7 Keys this is impacting on.

Stakeholders Y/N

High

Moderate

Low

Business Benefit Y/N

Work Schedule Y/N

Team Y/N

Scope Y/N

Risk Mitigation Y/N

Other Y/N

ID Proposed Actions to Mitigate Risk Date

1 Propose what should be / is being done to mitigate the risk or resolve the issue,

indicating the date before which it should be completed

2

Risk Control Record

Track:

Raised by: Date:

Accepted by: Date:

Closed by: Date:

Additional

Comments:


20

Risk / Issue

ID Risk / Issue Title Date

Raised Assigned

to Probability Impact Status

Date Closed

Priority

1

2

3

4

5

ID Description of

Action Track

Raise

d by Responsible

Date

Raise

d

Target

Complete

Revise

d Date

Current

Status

Date

Closed

Risk /

Issue Priority Comments

Days

Overdue

1

2

3

4

5

Project Management Plan for <Customer> Page 21

21

Appendix E – Progress Reporting Template

<CUSTOMER> Project Report

Period Covering:

Produced By : <VENDOR> Project Manager

Distribution List

1. Results Last Period

Tasks completed and deliverables produced:

Please find below the accomplishments of the project team during the period specified above and tasks to be accomplished in the following two weeks from XXXXX to XXXXXX

Tasks Completed/Started

* Key, P: prepared, D: Delivered or Conducted, A: Approved, NR: Not required

Status

P D A

Project Management

Oracle Financials

Oracle Supply Chain

Technical


22

2. Planned deliverables next week

Tasks for the next two weeks Planned

Completion Responsibility / Comments

Project Management

Financials

Supply Chain

Technical

3. Issues and risks that can be handled within the project

Issues Identified, Impact & Resolution:

Issues Identified Impact Status Resolution

Issues Register Please refer the attached Risks & Issues Register

Impact: MAJOR, SIGINIFICANT, AND MINOR

4. Progress according to milestones

Overall status:

Milestone Name Baseline

Date

Current

Planned

Date

Actual Date Current

Status


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5. Key Meetings attended this week

Details of Meetings / Workshop

SL. NO.

Track Process Area Meeting/

Workshop Date

Meeting / Workshop

Status

1

2

3


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Appendix F – Meeting Minutes Template

Meeting Details

Objective:

Date: Time:

Location: Track:

Participants:

<CUSTOMER> Participants <VENDOR> Participants

Name Role Name Role

Objectives:

Meeting Agenda:

Item Topic Start Time Duration

1

2

3

End Time:


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Meeting Minutes

No Discussion Topic / Key Decisions made Responsibility

1

2

3

Agreed Actions:

No. Description of Action Responsibility Completion Date

1

2

3

Other Notes:

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