Project Plan - University of Wisconsin–Madison.docx

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1、DFM Oracle 11i UpgradeProject PlanPrepared for: Department of Family Medicine (DFM)Prepared by DolT Project Team:Carol Koehler - ConsultantCarrie Roesch - DBAJohn Schmitz - Project ManagerDIVISION OFINFORMATIONTCCHNOLOGYDoITDate: April 21, 2006Project Objective:Upgrade DFMs Oracle General Ledger sys

2、tem and underlying technical environment to improved and better supported versions. See the project charter and the related analysis document for more information:.Project Charter - .Project InitiationDFM Oracle 11i Uparadv Charter.doc.Project Charter Q&A - .Project InitiationDFM Oracle Ucarade Ques

3、tions.docThe documents are also available at https:Project Plan Approval SignaturesProject Name: DFM Oracle 11i UpgradeProject Manager(Signature)(Date)John SchmitzDolT Project ManagerDivision of Information Technology - Applications Development and IntegrationDolT Project Sponsor(Signature)(Date)Eli

4、zabeth ConklinDolT Internal Applications ManagerDivision of Information Technology - Applications Development and IntegrationDFM Project Sponsor(Date)(Date)(Signature)Stephen HallAssistant Director, CFODepartment of Family MedicineDocument Change ControlThe following is the document control for revi

5、sions to this document.Version Number Date of IssuePrimary AuthorDescription of ChangeV1.0! April 21, 2006John SchmitzInitial ReleaseDefinitionsThe following are definitions of terms, abbreviations and acronyms used in this document.TermDefinitionADIApplication Desktop IntegratorCFOChief Financial O

6、fficerDBAData Base AdministratorDFMDepartment of Family MedicineDolTDivision of Information TechnologyPSSTProject Startup and Status ToolProject Plan Overview and Critical AssumptionsThe purpose of the Project Plan is to present the detail required to successfully execute and control the upgrade pro

7、ject, facilitate communication among project stakeholders, and document approved cost/schedule estimates. The project plan is a living document and is expected to change over time as more information about the project becomes available.The project plan was developed based upon certain key goals, ass

8、umptions, constraints, and requirements as noted in the Project Charter and supporting Upgrade Analysis Q & A document. Any changes to the above could impact the projects scope, schedule, and projected costs.1. Project Work PlansStaffing PlanThe purpose of the staffing plan is to make certain the pr

9、oject has sufficient staff with the right skills and experience to ensure a successful project completion.Role RequirementsThe following is a detailed breakdown of the roles required to execute the project. It includes: the project role, the project responsibility of the role, skills required, numbe

10、r of staff required to fulfill the role, the estimated start date and the expected duration the staff resource will be needed on the project.RoleProjectResponsibilitySkills RequiredNum ber of Staff Required at peak mth/ levellEstimatedllIStartDateDurationRequiredFY06-07Project TeamProject ManagerLea

11、d team, manage project, and report status.Project Management.312/1/059 monthsData Base AdministratorPrepare technical environments, install software, patch, trouble shoot.Oracle Applications Project DBA and supporting DolT systems.52/1/066 monthsOracle Applications ConsultantAnalyze existing system.

12、 Facilitate new system design, setup, interfaces, & data conversion.Oracle Applications General Ledger and general consulting expertise.82/1/066 monthsFinancialSystem Project LeadAssume responsibility for system design, setup, testing, and operational functional decisions.DFM financial requirements

13、and accounting processes.54/1/064 monthsOracle Developer/ DFM Tech ConsultingBuild/test/impleme nt the needed ad hoc and long-term customizations and interfaces.Oracle development skills. DolT and DFM technical environments.Oracle Apps GL data model.74/1/064 monthsStaff Assigned to RolesThe followin

14、g is a detailed breakdown of the actual staff assigned to the project role, the amount of Full Time Equivalent (FTE) requested for the role, the actual FTE acquired, the labor rate and unit of the labor rate for the resource and the source from which the resource is recruited.RoleNam eRequestedAve R

15、ateRateSourceFTE at peak levelUnitProject TeamProject ManagerJohn Schmitz.3$62.50hourDolT - Applications Development and IntegrationData Base AdministratorCarrie Roesch.5$79hourDolT- Data Management Resource TechnologyOracle Applications ConsultantCarol Koehler.4$62.50hourDolT - Applications Develop

16、ment and IntegrationOracle Applications ConsultantJohn Schmitz.4$62.50hourDolT - Applications Development and IntegrationFinancialSystemProject LeadLisa Novinska.5NANADFM Business ServicesOracle DeveloperAlice Erickson.3NANADFM Info SystemsOracle DeveloperJohn Schmitz.2$62.50hourDolT - Applications

17、Development and IntegrationDFM Technical ConsultantAlice Erickson.2NANADFM Info SystemsTraining NeedsThe following are project related training recommendations.RoleStaff ResourceTraining NeedDesired TimeframeAnticipatedCostSuggested Vendor/MethodOracle Applications Consultant (Carol)Oracle ADI toolB

18、y 5/1/06$1500Oracle EducationFinancial System Project LeadOracle ADI toolFall 2006$1500Oracle Education1.1 Project TimelineThis section consists of a chart which graphically represents the project phases, relationships, and projected timeline. See the attached diagram - Uparade Project Timeline. The

19、 document will be available at h.1.2 Detail Project PlanThe attached detailed project plan is a breakdown of the tasks identified to complete the Oracle upgrade with assigned resources, estimated hours, and status information for each task. This is a working document and the primary tool for the pro

20、ject team in executing and managing the system implementation. See the attached spreadsheet - Project Plan Tasks.The document will also be available at .1.3 Project MilestonesFollowing are the projects targeted milestone dates：Planned High-Level Milestones.Project Charter Concurrence02/24/2006.Proje

21、ct Plan Concurrence04/14/2006.Oracle 11 i test system available to begin setup04/17/2006.Oracle 11 i test system setup complete05/12/2006.System testing completed/joint sign-off06/09/2006.Oracle 11 i prod system setup complete06/16/2006.Oracle 11i prod data conversion complete06/23/2006.Parallel Tes

22、ting complete07/21/2006*.Production system implementation08/04/2006*.Existing system obsolescence08/15/2006* The Parallel Testing completion date of 07/21Z2006 reflects the earlier of two production parallel test alternative windows (accounting month of May or June). Doing a June month parallel woul

23、d result in approximately a months delay.2.4 Project Cost EstimatesThe table below reflects the latest detail estimates for DolT labor charges to complete the project. It does not include DFM costs nor the likely increased initial costs for ongoing support after system implementation.Project Cost Es

24、timatesItemFY 05-06FY 06-07Total.Project Initiation$ 5,400$01$ 5,400.Project Planning$ 7,000$ 7,000.Analysis and Design$16,800$16,800.Training/Documentation$ 2,300$ 1,300$ 3,600.Install Software$ 5,900$ 5,900.System Setup$ 7,600$ 7,600.Upgrade 1 nterfaces/Customizations$ 2,600$ 2,600.Data Conversion

25、s$ 4,600$ 4,600.System Testing$ 5,500$ 2,600$ 8,100.Production Implementation$ 2,100$2,100.Project Management Activities$ 2,000$ 1,500$ 3,500.Initial Production Consulting Support$0As RequestedTotal Estimated Costs$ 59,700$ 7,500$67,2002. Peject ConjtroLPIansProject Control Plans provide the basis t

26、o control, monitor, and manage the progress of the project. They include the following areas of attention.2.1 Project CommunicationsProject objectives include giving all involved parties the information they need when ifs needed, as well as providing the appropriate vehicles to readily ask questions

27、 and resolve issues. That communication will be facilitated by:- Frequent individual project team member contactsPeriodic project team planning meetings- Biweekly status reports to project sponsorsPosting written status reports to PSST for DolT Management- Use of a project team email list ()-Use of

28、a project WiscCal calendar (DOIT DFM Oracle Upgrade)2.2 Project and System Quality Management PlanThe DFM Oracle Upgrade Project quality management plan consists of:- Reviewing the project charter objectives, requirements, and related statements against actual results.- Regularly tracking, reviewing

29、, and reporting the activities listed in the project detail plan at project team meetings against actual tasks performed.The Oracle GL System quality management plan consists of a careful review of current systems set-ups, options, and features as well as thoroughly testing the new system. Testing i

30、s considered a shared technical and functional responsibility and will be carried out by both DolT and DFM team members as appropriate. A detailed test plan will be developed by the project team and will guide this effort. We will need to both fully test the new systems functionality in test and the

31、n later confirm that ifs been correctly reconfigured/loaded in production. Ultimately, the decision to accept the system for production financial management will rest with the DFM project sponsor.The principal goals of our testing will be to:- Verify that the system and its extensions have been corr

32、ectly installed, configured, and are fully functional.- Verify that all needed one-time setup, historical transactional data, budget data, and reporting components have been successfully loaded to the new 11i system.- Confirm that DFM staff has the needed training, documentation, and support to mana

33、ge the system.Chart of Account setup, initial account balance entries, historical budget and journal entry conversion, and FSG creation are key system implementation tasks. Successful completion of these and related tasks will be confirmed by running monthly financial reports and comparing the resul

34、ts to the existing system.A second key quality check will be one months parallel operation and comparison of the existing 10.7 and newly created 11i system. The project team has agreed on an aggressive implementation schedule that, if achieved, will allow us to use Mays financial operations for the

35、parallel test. If the new 11 i production system isnt fully loaded and available by June 23rd for the May parallel, an accounting month of June parallel test is planned. See the linked Database Diaqram for an illustration.2.3 Change ControlChanges to the projects original scope or planned deliverabl

36、es may be deemed appropriate as the project progresses. However, such changes put project budget estimates and schedules at risk. Therefore, before any proposed change to the project is accepted, the project manager will document the requested change, its impact, and gain project sponsors approval.2

37、.4 Document ManagementCare will be taken to identify, maintain, safeguard, distribute, and manage project and system related documents, papers, or manuals that may have ongoing system value. Once needed campus NetIDs are obtained, a My WebSpace for both shared team and read-only project document acc

38、ess is envisioned to meet this need. Short-term, the project team members will manage these documents on a shared network directory space.2.5 Issues ManagementDiscussions on the appropriate method, given the nature of the project and size of the team, to record and manage project issues are underway

39、. Use of DolTs internal Task Tracker tool is being explored as the leading candidate.2.6 Risk ManagementSeveral risks to the project and the successful implementation of the 11i Oracle GL application are identified and addressed below. Other risks exist but are considered less significant at this st

40、age.RiskLikelihoodProbably Impact If It MaterializedPlanned Remedial Action1. Lost of Key StaffLowHighCross-training of backups is underway.2. Problems with the SoftwareModerateModerateHave a solid channel to Oracle support in place for help as needed.3. System setup errorsModerateHighPlan to carefully document and verify all manual operations.4. Data conversion errors.LowHighCarefully review of monthly FSG comparison reports.5. Implementation schedule delaysModerateModerateFall back from a May parallel test to a June parallel