Administrative Information Systems (AIS) Project

Management & Technology Consultants

HIGHER EDUCATION 2© 2006 BearingPoint, Inc.

Overview of the Day

9:00 AM – 12:00 PM - Project Kick Off

12:00 PM – 1:00 PM - Lunch

1:00 PM - 4:00 PM - Break Out Sessions

HIGHER EDUCATION 3© 2006 BearingPoint, Inc.

Overview of the Day

Project Kick Off Session Introductions Project Overview Project Organization and Team Members Project Methodology Project Plan Components Project Website What’s Happening Next Questions

HIGHER EDUCATION 4© 2006 BearingPoint, Inc.

Overview of the Day

Finance Work Group Breakout Session Review chart of accounts and interface design documents Review and discuss feedback from the Colleges PeopleSoft demonstration

Infrastructure Breakout Session

AIS project roles and responsibilities

Review high level schedule for environment installations

Documentation gathering of existing procedures

Final configuration for non-production and production environments

Document tasks for next 60 days

HIGHER EDUCATION 5© 2006 BearingPoint, Inc.

Introductions

Team Introductions— Jo Jo Martin – Program Manager, VCCS

— Dave Mair – Controller & Functional Coordinator, VCCS

— Tami Perriello – Engagement Director, BearingPoint

— Bob Swab – Project Manager, BearingPoint

HIGHER EDUCATION 6© 2006 BearingPoint, Inc.

Background

August 2005 - VCCS begins process to replace current Financial system to better meet the needs of VCCS employees and students

November 2005 to December of 2005 - VCCS conducted requirements gathering January 2006 to March 2006 – VCCS conducted vendor evaluation and software

selection March 2006 - VCCS approves selection of PeopleSoft March 2006 to May 2006 – Development of project documents for

Commonwealth of Virginia approval June 2006 - AIS project receives development approval from Commonwealth of

Virginia CIO

HIGHER EDUCATION 7© 2006 BearingPoint, Inc.

AIS Project

Replace existing legacy financial application systems with PeopleSoft Re-engineer business processes throughout the Colleges and System Office Develop CARS, CIPPS, Budget and SIS interfaces Provide online approval for a limited number of transactions Enhance reporting and metrics capabilities Data conversion

HIGHER EDUCATION 8© 2006 BearingPoint, Inc.

AIS Project Goals

Facilitate communication between Colleges and the System Office Improve efficiency of business operations Implement targeted automation/integration Improve change management capabilities of the organization Facilitate access to business data and reporting

HIGHER EDUCATION 9© 2006 BearingPoint, Inc.

AIS Critical Success Factors

Well-defined business objectives and requirements Engaged, visible leadership at sponsor and executive levels Excellent communication to all stakeholders Proven project methodology consistent with the Commonwealth Project

Management Standard Strong change management approach Comprehensive training and rigorous testing Periodic quality reviews

HIGHER EDUCATION 10© 2006 BearingPoint, Inc.

AIS Project ScopePhase: Phase 1 Phase 2

Go Live Date: 7/1/07 12/1/07

PeopleSoft Modules

General Ledger

Accounts Payable (Payments)

Purchasing (Vendor, PO)

Portal for AIS only

Finance Portal Pak

Asset Management

Travel & Expense

Additional Functionality

CARS interface/reconciliation

CIPPS interface

Budget Load

SIS interface

Local check production

Reporting

Historical data conversions

Workflow JE approvals

Reporting

History conversions

Portal integration extended

Workflow T&E approval

HIGHER EDUCATION 11© 2006 BearingPoint, Inc.

AIS Project Key Assumptions

Phase I Start date 6/8/06 Go Live 7/1/07 BearingPoint will provide 60 days post-implementation support VCCS and BearingPoint will provide technical and functional resources for the

project Scope and preliminary design for Phase III purchasing is defined in this phase BearingPoint will develop a comprehensive training plan and deliver end user

training

HIGHER EDUCATION 12© 2006 BearingPoint, Inc.

AIS Project Key Assumptions

Phase II Start date 9/1/07 Go Live 12/1/07 BearingPoint will provide 60 days post-implementation support VCCS and BearingPoint will provide technical and functional resources for the

project BearingPoint will develop a comprehensive training plan and deliver end user

training

HIGHER EDUCATION 13© 2006 BearingPoint, Inc.

AIS Project Structure

Governance

AIS ProjectTeam

HIGHER EDUCATION 14© 2006 BearingPoint, Inc.

AIS Project Oversight

Project SponsorKaren Petersen, Executive Vice

Chancellor

AIS Steering Committee

Secretariat Oversight Committee

Dietra Trent, Chairperson

Glenn Dubois, Chancellor

Virginia Community College System

AIS Project Management Team

HIGHER EDUCATION 15© 2006 BearingPoint, Inc.

AIS Steering Committee

The AIS Steering Committee provides executive sponsorship and support to the project — Karen Petersen – Executive Vice Chancellor (Chair)

— Neil Matkin – Vice Chancellor for Information Technology Services

— Monty Sullivan – Vice Chancellor for Academic Services and Research

— Tim Brown – J Sargeant Reynolds CC

— Rick Brehm – Germanna CC

— Peter Hunt – Southside Virginia CC

— John VanHemert – New River CC

— Alison Baker – Northern Virginia CC

— Phyllis Milloy – Tidewater CC

— John Brilliant – Internal Audit (non-voting)

HIGHER EDUCATION 16© 2006 BearingPoint, Inc.

AIS Project Management Team

The AIS project management team provides project management services and support— Jo Jo Martin – Director of Project Management, VCCS— Dave Mair – Controller, VCCS— James Davis – Director, Advanced Technology Services, VCCS— Ralph Lucia – Director of Enterprise Services, VCCS— Marcia Webb – Director, Application Support Services, VCCS— Roy Smith – User Support Manager, VCCS— Bob Swab – Project Manager, BearingPoint— Tami Perriello – Engagement Director, BearingPoint— Staff to Project Management Team

– Valerie Adkins – Project Management Specialist– Jeff Mitchell – Project Management Specialist– Patty Samuels – Project Management Consultant

HIGHER EDUCATION 17© 2006 BearingPoint, Inc.

AIS Project Team

AIS Finance Work Group

Project ManagerBob Swab

BearingPoint Functional Resources

BearingPoint Development

Resources

VCCS Functional/Development

Resources

Training Resources

Functional CoordinatorDave Mair

VCCS Functional Resources

Technical CoordinatorJeff Mitchell

VCCS Infrastructure

Resources

Program ManagerJo Jo Martin

AIS Technical Work Group

HIGHER EDUCATION 18© 2006 BearingPoint, Inc.

AIS Finance Workgroup

AIS Finance work group provides subject matter expertise for business processes.

— Donna Shelton – Business Manager, Mountain Empire— Franki Hampton – Business Manager, Dabney S. Lancaster— Bruce Aird – Accounting Manager, Tidewater— Marie Melton – Business Manager, Piedmont Virginia— Ben Pittman – Budget Director, Northern Virginia— Diana Kerns – Accounts Receivable, Northern Virginia— Lewis Bryant – Business Manager, Central Virginia— Cat Mobley – Purchasing Manager, Central Virginia — Bridgett Poole – Cashier, Danville— Bob Whitney – Programs/Systems Analyst, Rappahannock— Patti Hathaway – PeopleSoft Technical Lead / Adjunct Instructor, Paul D. Camp— Suzy Scott – Budget/Purchasing Manager, Thomas Nelson — Bridget Sayles – Business Manager, New River— Pete Nolan – Budget Manager, System Office Budget and Planning Services— Bob Schenk – System Analyst, System Office – Fiscal Services— Roy Smith – User Support Manager, System Office – Fiscal Services— Dave Mair – Controller, System Office – Fiscal Services— Sharon Hoover – Financial Reporting Manager, System Office – Fiscal Services— Dennis Bolt – Plant Funds Manager, System Office – Fiscal Services— Greg Liptak – VCCS Internal Auditor— Rebecca Wampler – Lead Accounting Analyst, System Office – Fiscal Services

HIGHER EDUCATION 19© 2006 BearingPoint, Inc.

BearingPoint Resources

Tami Perriello – Engagement Manager Bob Swab – Project Manager Rob Murphy – General Ledger Consultant Pat Eddington – Accounts Payable Consultant Brian Dixon – Documentation and Training Larry Rice – Documentation and Training Rick Kushner - Developer Parag Sanganee – Developer Idreesh Shaikh – Developer Elvis John – Developer

HIGHER EDUCATION 20© 2006 BearingPoint, Inc.

VCCS Resources

Dave Mair – Functional Coordinator Fiscal Services Staff - General Ledger Business Analyst Administrative Services Staff - Purchasing Business Analyst Fiscal Services Staff - Asset Management Business Analyst Jo Jo Martin – Director of Project Management Valerie Adkins – Project Management Specialist Jeff Mitchell – Project Management Specialist Emily Clements (11/06) – VCCS Programmer/Systems Analyst TBD – VCCS Programmer/Systems Analyst TBD – VCCS Programmer/Systems Analyst Kevin Barrowclough – VCCS Systems Engineering Michael Orr – VCCS Systems Engineering

HIGHER EDUCATION 21© 2006 BearingPoint, Inc.

VCCS Resources (Continued) Travis Brandel – VCCS Systems Engineering Jeff Pinion – VCCS Systems Engineering Brendan Hogan – VCCS Systems Engineering Unni Kirandumkara – VCCS Database Administration Carol Handley - VCCS Database Administration Monica Hanzlik - VCCS Database Administration Kathy Arrington - VCCS Database Administration Imad Abi-Falah – VCCS Client Services Carol Childress – VCCS Client Services (Web Support) TBD – VCCS Client Services Charles Ponton – VCCS Networking Roney Boyd – VCCS Networking Teresa Thomas – VCCS Security Lourdes Lungsford – VCCS Security Marilyn Peterson – VCCS Support Juaine Paravati – VCCS Support Jennifer Anderson – VCCS Support

HIGHER EDUCATION 22© 2006 BearingPoint, Inc.

Project Methodology

Project Management

Business Performance Improvement

Organizational Transformation

Technical and System Integration

Strategy Design Build Deploy Operate

Project Management

Business Performance Improvement

Organizational Transformation

Technical and System Integration

Strategy Design Build Deploy Operate

The project methodology is based on the collective experience of BearingPoint, the Software Engineering Institute’s process approach to system implementation, and the work of the Project Management Institute The project methodology conforms to the Commonwealth of Virginia project management standards

HIGHER EDUCATION 23© 2006 BearingPoint, Inc.

AIS Project Management Activities

GRAPHIC Often Used 1/03 1/03

Managing Project Staff

Managing Subcontractors

Managing the Change

Risk Management

Change and Issue Management

Configuration Management

Quality Management

Human Resource

Activity

Continuous Activity

Project Organization

Estimating

Detail WorkPlanning

ProjectCompletion

Project Controland Reporting

IterativeActivitiesOne-Time One-Time

ProjectEvaluation

The Management

Plan

GRAPHIC Often Used 1/03 1/03

Managing Project Staff

Managing Subcontractors

Managing Organizational Change

Risk Management

Issue Management

Configuration Management & Change Control

Quality and IV&V Management

Human Resource

Activity

Continuous Activity

Project Organization

Estimating

Detail WorkPlanning

ProjectCompletion

Project Controland Reporting

IterativeActivitiesOne-Time One-Time

ProjectEvaluation

The Management

Plan

HIGHER EDUCATION 24© 2006 BearingPoint, Inc.

Organizational Change Management Approach

An effective transition approach mitigates risk and

aligns the organization across

the enterprise to successfully

implement the changes.

The AIS team will incorporate Organizational Change Management processes into project activities and deliverables

The AIS team will incorporate Organizational Change Management processes into project activities and deliverables

Assess Assess Readiness Readiness People & People &

ProcessesProcesses

Mobilize & Mobilize & AlignAlign

LeadersLeaders

Engage & Engage & Communicate Communicate

with with StakeholdersStakeholders

Prepare & Prepare & Equip the Equip the WorkforceWorkforce

Address Address Organizational Organizational

ImplicationsImplications

HIGHER EDUCATION 25© 2006 BearingPoint, Inc.

Risk Approach

GRAPHIC Often Used 1/03

Communicate

Identify Analyze Plan Track Control

Identify – Capture and document project risks Analyze – Evaluate risk for business impact, priority and probability Plan - Establish actions and plans to address risks Track - Document risk status and monitor progress against the mitigation plan Control – Implement tasks to mitigate or eliminate project risk Communicate – Communicate risk status to all appropriate parties

HIGHER EDUCATION 26© 2006 BearingPoint, Inc.

Initial Risk Identification

Aggressive project timeline Diversity of business processes across Colleges Training and roll-out challenges presented by statewide geographic location of 40

campuses Organizational resistance Timely acquisition and installation of non-production and production environments

HIGHER EDUCATION 27© 2006 BearingPoint, Inc.

Issues Management Approach

Identify – Identify and document project issues in the issues database Assign – Assign the issue to a specific person for further work Research – Analyze the issue for business impact and possible resolutions Resolve – Take appropriate steps to resolve the issue Close – Obtain sign off and close the issue

GRAPHIC Often Used 1/03

Communicate

Identify Assign Research Resolve Close

HIGHER EDUCATION 28© 2006 BearingPoint, Inc.

Configuration Management and Change Control Approach

The project management team will serve as the configuration control board for the project

The configuration management and change control approach will use the following process to modify documents under configuration management and change control

— Initiate a change request

— Log and assign the change

— Perform a business impact assessment

— Formulate the change recommendation

— Implement and sign off on the change recommendation

— Log the change recommendation and communicate decisions

— Track and report

HIGHER EDUCATION 29© 2006 BearingPoint, Inc.

Communications Approach

Provide project stakeholders relevant information on the status and direction of the project.

— Identify project stakeholders and their information needs

— Determine communication tools and communication frequency

— Assign resources to develop and disseminate communications to project stakeholders

— Create a process for communication feedback from project stakeholders

HIGHER EDUCATION 30© 2006 BearingPoint, Inc.

Training Approach

A comprehensive training approach will be developed for use of the new system and business processes.

— End user training provided by BearingPoint

— Class size approximately twelve (12) participants

— Training materials customized for VCCS business processes

— Training delivered at VCCS regional facilities 

— Training delivered within 45-60 days of go-live

HIGHER EDUCATION 31© 2006 BearingPoint, Inc.

Training Curriculum – Phase I

General Ledger:

— Journal Entries (Data Entry, Colleges, System Office)

— GL Processing (End User, Colleges, System Office) Accounts Payable / Purchasing:

— Vouchers / Purchasing

— Check Production Query/nVision/Tree Manager General Accounting:

— Reconciliation Processes (CARS, CIPPS, SIS) Project Related:

— Data Cleaning

— Testing

— Project Overview

HIGHER EDUCATION 32© 2006 BearingPoint, Inc.

Quality Management Approach

AIS is required to put a Quality Control and Quality Assurance process in place for the project

Quality management is incorporated into project delivery:

— Meet defined requirements

— Consider opportunities for improvement in business processes and use of technology

— Reduce operational costs where possible

— Improve service Quality Assurance processes provide the means to measure whether or not the

results of the project are met and improvements are achieved

HIGHER EDUCATION 33© 2006 BearingPoint, Inc.

Independent Verification and Validation

The Commonwealth Project Management Standard requires all projects be subject to independent verification and validation (IV&V)

The purpose of IV&V is to assist with risk identification and management IV&V includes a comprehensive review of the project’s work products and

processes from start to finish To meet the IV&V requirements, the VCCS will identify a qualified party to provide

quarterly reviews

HIGHER EDUCATION 34© 2006 BearingPoint, Inc.

AIS Project Plan Components

Work Breakdown Structure and Project Schedule

— Provides detailed tasks, milestones, timeframes and resources to complete the project

Project Performance Plan

— Describes the metrics used to measure the success of the project, how the metrics are calculated and how often they will be measured

Resource Plan

— Describes resources necessary to successfully complete the project Risk Management Plan

— Describes the processes to identify, evaluate, plan, track, control and communicate all project risks

HIGHER EDUCATION 35© 2006 BearingPoint, Inc.

Project Plan Components

Quality Management Plan

— Describes the processes to ensure the quality of project work and documents. Communication and Organizational Change Management Plan

— Identifies key stakeholders and the type and frequency of communications they will receive

— Prepares organization to successfully implement change Project Budget

— Describes the source and amount of funding for the project activities and process to report deviations from the original budget.

Procurement Plan

— Describes information about major procurements, procurement strategies, and projected dates for critical procurement activities.

HIGHER EDUCATION 36© 2006 BearingPoint, Inc.

Project Website

HIGHER EDUCATION 37© 2006 BearingPoint, Inc.

Draft High Level Schedule

AIS Phase I – GL/AP/PO1. PROJECT MANAGEMENT

2. STRATEGY

2.1, 2.2, 2.3 Infrastructure, Testing, Change

3. DESIGN

3.1 – 3.3 GL/AP/Portal Design

4. BUILD

4.1 – 4.3 GL/AP (Conversions, Interfaces, Customizations, Reports, Security)

4.4 Establish Non-production Environment

4.5 Write Testing Scripts & Perform System Tests

5. DEPLOY

5.1 Establish Production Environment

5.2 End User Training

5.3 Complete User Acceptance Testing

5.4 Cut Over System

6. OPERATE

6.1 Post Implementation Support (60 days)

Time Period

June-Aug2006

Sept-Nov.2006

Dec. – Feb.2007

March - May 2007

June - July2007

Begin ProjectConfiguration &

Development CompleteGo-Live

Aug.2007

HIGHER EDUCATION 38© 2006 BearingPoint, Inc.

GL Activities by Phase

High-Level Chart of Accounts Design

Organizational Change Management Approach

Project Team Training

Perform FIT GAP Analysis

Finalize Chartfield Design

Document Business Processes

Address Cross-Application Issues

Configure System Develop

Specifications for Interfaces, Customizations, Conversions, Reports, Security

Finalize System Configuration

Develop Interfaces, Customizations, Conversions

Develop Reports Set up Security Write Test Scripts Perform Unit,

System and Performance Tests

Prepare Final Training Materials

Train End Users Complete User

Acceptance Tests Finalize Support

and Cut-Over Plans

Post Implementation Support

Conduct Post Implementation Review

Document Lessons Learned

Prepare Plan for Phase II

5Operate

4Deploy

3Build

2Design

1Strategy

HIGHER EDUCATION 39© 2006 BearingPoint, Inc.

Next Steps (60 Days)

Complete and baseline project plan Hold steering committee meeting Provide overview training of general ledger and accounts payable (week of

August 7 & August 14) Complete certified PeopleSoft installation Set up configuration and development environments Perform preliminary fit/gap analysis for accounts payable and general ledger Document current business processes

HIGHER EDUCATION 40© 2006 BearingPoint, Inc.

Questions?

Questions and Answers