Project Plan

The attached Project Plan has been reviewed and is approved for execution by the undersigned. Administrative Information AIS Project Project Working Title: System Implementation Title: Project

S/0/F Signature Jo Jo Martin

Project Sponsor

7/26/06 Date

CIO or designee approval of AIS Implementation Project Plan:

Signature

Date

Name

Project Plan
A. General Information
Provide basic information about the project including: Project Title The proper name used to identify this project; Project Working Title The working name or acronym that will be used for the project; Proponent Secretary The Secretary to whom the proponent agency is assigned or the Secretary that is sponsoring an enterprise project; Proponent Agency The agency that will be responsible for the management of the project; Prepared by The person(s) preparing this document; Date/Control Number The date the plan is finalized and the change or configuration item control number assigned. Project Title: Proponent Secretary:

Administrative Information System Implementation Project Education

Project Working Title: Proponent Agency:

Prepared by:

Bob Swab

Date / Control Number:

AIS Implementation Project Virginia Community College System June 2006

B. Points of Contact
List the principal individuals who may be contacted for information regarding the project.

Position
Project Sponsor

Title/Name/Organization

Phone

E-mail

Program Manager Project Manager

Karen Petersen, Executive Vice Chancellor Jo Jo Martin, Director of Project Management and Administrative Services, ITS Bob Swab, Project Manager, BearingPoint

(804) 819 -4910 (804) 819-4680

kpetersen@vccs.edu jmartin@vccs.edu

(336) 416-7922

robert.swab@bearingpo int.com

C. Contractor Information
Identify each company contracted to work on this project and list the names, telephone numbers, and email addresses for the representatives of each company.

Company Name: BearingPoint

Position Name Phone E-mail

Tami Perriello, Managing Managing Director, Director BearingPoint Project Manager Bob Swab, Project Manager, BearingPoint D. Project Plan Summary 1. Business Problem

(703) 623-9380 tami.perriello@bearingpoint.com (336) 416-7922 robert.swab@bearingpoint.com

Insert the Business Problem as stated in the Project Charter (Section C).

The current financial management system utilized by the Virginia Community College System (VCCS) employs obsolete technology, which limits the expansion of functionality necessary to remain competitive in the higher education market and to meet VCCS educational and public service missions. VCCS uses a fixed asset inventory system, which is not integrated with the financial management system. The fixed asset system requires extensive manual processing, reconciliation activities, and additional reporting. To address these problems, VCCS plans to implement commercial software for financial management. The proposed system will provide self-service access and business process support to students, faculty, and staff and improve workflow for major financial functions performed throughout the VCCS colleges and Central Office. Enhanced interoperability with other VCCS internal and external application systems will provide additional benefits from information sharing, elimination of redundant data entry, and business process improvement. The capabilities of the PeopleSoft financial module will support reengineering efforts and business process improvements. The reduction in manual reconciliations and processing will result in a significant cost savings for the 23 colleges represented in this project. Five critical business processes were researched and benchmarked during the requirements definition and are listed below. Finance, Accounts Payable, Online Query/Reporting 1. Weekly manually keying data into Excel Spreadsheets from the FRS system General Ledger Interface 2. Daily transferring the data from the ATV report (SIS to accounting system) 3. Daily reconciling the ATV transactions from the SIS/FRS GL interface Asset Management 4. Account payable to fixed asset coordination Travel and Expenses 5. Completing, copying and getting signatures on your travel and expense vouchers In addition to these, 28 other business processes will be re-engineered to improve administrative efficiency and effectiveness.

2. Assumptions
List the Assumptions made about the project in the Project Charter (Section D). List and identify any changes to the original assumptions or additional assumptions made during project planning.

The following list represents the teams goals and objectives in implementing PeopleSoft Finance Module at VCCS:

Facilitate communication Establish and improve analytics Increase the efficiency of business operations Promote data-driven decision-making Targeted automation/integration Improve Change Management capabilities of the organization Facilitate access to business data and reporting Enhance access to the business systems

3. Project Description
Provide the Project Description stated in the Project Charter (Section E). If there are changes to the Description because of Project Planning, clearly identify the changes or additions made to the Project Description.

The Virginia Community College System (VCCS) is contracting implementation services to replace mainframe-based financial and asset management systems with PeopleSoft Financials (Version 8.9). In addition to the replacement of legacy software, the implementation of an Administrative Information System (AIS) for finance will include re-engineering of business processes (both automated and manual) and development and implementation of interfaces to VCCS and Commonwealth of Virginia systems with the objective of improving service delivery to our customersthe VCCS students, faculty and staff. The Statement of Work (SOW) defines the scope of the Implementation Services to be performed, and the Deliverables to be produced by Vendor in Phases I and II of the AIS Project. Implementation Services include software implementation of specified PeopleSoft modules and sub modules and redesign and documentation of selected VCCS business processes. The scope of work incorporates by reference the findings of the six-week assessment jointly conducted by VCCS and Vendor during the Requirements Phase of the Project, as documented in the reports, VCCS ERP Requirements Validation Results for Finance, Portal, and Technical. The scope of work and requirements set forth in this SOW are based on the information developed by the VCCS during the Requirements Phase, as further qualified and supplemented by Vendor's higher education experience and knowledge. Vendor will direct the implementation of the PeopleSoft Finance module and shall provide the Services and the Deliverables described in this SOW in accordance with the detailed VITA Project Management Standard pertaining to Project documentation for a high complexity project, Appendix A IT Project Documentation Summary Table (sections Project Planning and Project Execution and Control).

4. Project Scope
Provide the Project Scope found in the Project Charter (Section E) and identify any additions or changes resulting from detailed Project Planning

Preliminary Scope and Consultant Staffing by Phase Phase Phase I Go Live Date 7/1/07 General Ledger Modules Accounts Payable (Payments) Purchasing (Vendor, PO) Portal for AIS only Finance Portal Pak Additional Features & Functions CARS interface/reconciliation CIPPS interface Budget Load SIS interface Local check production Reporting History conversions (balances forward plus one year of details where possible)

Phase II 12/1/07 Asset Management Travel & Expense

Workflow JE approvals (one level) Reporting History conversions Portal integration extended Workflow T&E approval (one level)

Preliminary Scope and Supported Business Processes by Phase General Ledger Business Processes Supported Phase I Chart of Accounts Initial design Population of values Maintenance processes Mapping between CARS/CIPPS and AIS Actuals Ledgers Journal Entry (initial, correcting, reversing, allocation, templates) Record expense (accounts payable interface) Record revenue (cash receipts journals and interface from SIS financials) Asset, liability and fund balances and journal entry adjustments Fiscal year closing Interface to CARS including automated reconciliation and reports Interface from CIPPS for wage and salary costs and employer fringe benefit cost Actuals detail transactions History conversion (one year of detailed transactions where possible and balances forward) 5

Budget Budget load Budget execution and management Budget adjustment through journal entry Commitment Control encumbrances via journal, encumbrances via purchase order, liquidation of encumbrances through journal entry or payment Reporting Replacement of necessary existing financial reports in production Query strategy for deployment, training nVision tree development and management, strategy for deployment, training Security Initial setup Maintenance process Integration Portal/finance portal pack Business Processes Supported Phase II Journal Entries Automate approval of journal entries through on-line workflow Accounts Payable Business Processes Supported Phase I Payment Processing Generate payments Record expenses process (no central check production) Liquidate encumbrances through payment General ledger interface Integration with purchasing (vendor) Interface to/from CARS for payment information Produce local checks Support two way matching for payment approval Reporting Replacement of necessary existing accounts payable reports in production Security Initial setup Maintenance process 6

Integration Portal/finance portal pack Business Processes Supported Phase II Interface with Asset Management (asset values) Interface with Travel & Expense (payment) Purchasing Business Processes Supported Phase I Purchasing Processes Create and maintain vendors files for System-wide and College use Generate purchase orders (create encumbrances, support payment two-way match) Track monitored purchases (e.g., haz-mats for labs) Reporting
Replacement of necessary existing purchasing reports in production Security Initial setup Maintenance process Integration Portal/finance portal pack

5. Performance Plan Summary

Provide a summary of the Measures of Success from the Performance Plan at Appendix A. In the table below, list the Project Objectives, Performance Goal for each objective, and briefly describe the Methodology for how the Performance Goal is measured.

5.1 Financial
Performance Standard Project Budget monitored in a Project Budget Financial Tracking (Spreadsheet) Performance Measurement Project budget will be updated monthly and variances greater than 10% of monthly projection will be elevated the project management team.

5.2 Non-Financial Key work products and deliverables were pulled directly from the Implementation Service SOW for BearingPoint.
Work Product/Deliverable Descriptions Plan Performance Measurement

Detailed Project Plan, WBS and Schedule (D1,D23, D24, D25) Business Process Deliver Business Process Inventory (D3)

The Detailed Project Plan including components plans will have the appropriate approvals and sign-off and the deliverables will be submitted to VITA by 7/28/06.

The successful validation (100%) and sign-off of the Business Process Inventory no later than 10/06/06.

Infrastructure/Product Installation Finalize Infrastructure Plans The Infrastructure Plans are finalized and accepted no later than 10/10/06.

Design and Development PeopleSoft Configuration (D15) Data Conversion Data Conversion Final Validation (D19) Project Management Services Project Status Reports and Meetings Testing Prepare Multi-Unit Test Summary Report The Multi-Unit Test Summary Report is prepared and accepted as complete by VCCS no later than 3/28/07. BearingPoint will prepare bi-weekly project status reports for presentation at bi-weekly status meetings of the Project Management Team. The final validation of the Data Conversion by Project Manager and Program Manager on or before 7/04/07. Preliminary PS configuration to VCCS by 11/29/06. Production version of PS configuration available by 6/27/06.

Prepare System Test Summary The Systems Test Summary Report is prepared and accepted as complete by VCCS no later than 4/30/07. Report Prepare Performance Test Summary Report The Performance Test Summary Report is prepared and accepted as complete by VCCS no later than 5/30/07.

Acceptance Test Results (WP29) Training Training Plan and Schedule (D30) Deploy End User Training (D32) PeopleSoft Security PeopleSoft Security, Permission List, and Role Configuration (WP36) Post-Implementation Production Support Post Implementation Support (WP38)

Acceptance test results compiled and presented to VCCS for acceptance by 6/28/07.

Deliver the final training plan and schedule to VCCS by 4/26/07. Successful completion of the end user training by 6/28/07.

Build out of security configuration by 02/23/07.

Complete the application and implementation review and document lessons learned no later than 8/6/07 and provide findings in a post implementation review report to the Program Manager by 9/6/07.

IV&V IV & V Strategy and Timeline IV & V sessions and reports generated as outlined in the developed for AIS project. strategy and timeline.

6. Critical Milestone Summary

Summarize the Project Schedule by listing the Milestones or Events on the critical path of the Project Schedule (Appendix D). The critical path is: a series of activities, which determine the earliest completion time of the project. For each event, provide the Projected Date of completion and a brief description of the Significance of the Milestone or Event listed. No. 1 2 3 4 5 6 Phase / Activity Phase I General Ledger, Accounts Payable Date

Plan & Design (Strategy Build & Unit Test System & Integration Test User Acceptance Testing & Training Post Implementation Support
Close Project Phase

6/15/2006 - 10/2/2006 10/2/2006 3/28/2007 4/2/2007 5/30/2007 5/30/2007 6/28/2007 7/2/2007 8/29/2007
9/3/2007

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7. Budget Planning Summary

Provide a summary in table form of the expenditures and source of funding for the project during the life of the project. Identify and explain deviations from the approved funding outlined in the Project Charter. This budget does not include expenditures and funding for the life of the asset produced. Lifecycle costs for the asset are addressed in project initiation. The complete Budget Plan is attached at Appendix E.

Estimated Expenditures ($000)

FY 2006 Internal Staff Labor Internal Staff (New Hire) Services Software Tools Hardware Oracle Services Travel and Misc. Software Maintenance (Portal) Software Maintenance Training PM Support & IV&V 38,509 FY 2007 407,003 527,850 152,429 75,000 250,000 18,000 5,000 250,000 25,000 10,000 250,000 20,000 8,000 3,765,365 FY 2008 191,965 307,913 2,135,176 FY 2009 Total 637,477 835,763 6,052,971 75,000 750,000 63,000 23,000 Comments

16,500 156,000

9,625 91,000

26,125 247,000 Cost included in Services

18,000

117,000

67,500

202,500 $730,337 has been included in Consulting Services and Oracle Services for contingency based on identified risks.

Contingency (Risk) Total 556,938 5,274,719 3,081,179 8,912,835

This estimate is accurate to: Explanation:

50% [ ]

60% [ ]

70% [ ]

80% [ ]

90% [ X ]

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8. Procurement Plan Summary

Summarize the Procurement Plan for the project found in Appendix F. Include information about major procurements, procurement strategies, and projected dates for critical procurement activities.

Procurement plan is a two-page document. Refer to Appendix F for details.

9. Risk Planning Summary

Summarize the Risk Management Strategy for the project.

There are six primary activities in the Risk Management process, all of which will be: Risk Identification Continuous efforts to capture, acknowledge, and document risks as they are found. Risk Analysis An evaluation of each identified risk to estimate the probability of occurrence, severity of impact, timeframe of expected occurrence, triggers for mitigation actions, classification of related risks, and priority ranking. Risk Planning Establishes actions, plans, and approaches for addressing risks and assigns responsibilities and schedules for completion. Metrics for determining the risk status are also defined during this step. Risk Tracking Document risk status and monitor progress against the mitigation plan. Risk Control Implement tasks to mitigate or eliminate project risk. Risk Communication A consistent effort to document the risk status in the risk assessment log throughout all steps in the project and to communicate that risk status to all appropriate parties.

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10. Top Risk(s)

Provide a list of the top risks to the projects success, including the probability of their occurrence, level of impact anticipated, and a brief description of the Mitigation Strategy for each. # 1 Description Probability % Impact 1= low 3 = high Mitigation Strategy

Aggressive project timeline

100%

Provide regular status reports to communicate any risks to timeline. Closely monitor all project milestones. Adjust resources to meet timeline or implement a change control to modify timeline. Develop an organizational change management strategy. Identify project champions to assist Colleges with change management. Redefine job descriptions and communicate all modifications to those affected. Develop a clear communication and organizational change strategy. Identify and involve stakeholders from all of the Colleges. Develop a comprehensive training and testing strategy. Work with VCCS infrastructure team to procure and install all hardware and software.

Resistance to organizational change

60%

Lack of acceptance of reengineered business processes Training and roll out challenges presented by statewide geographic location of 40 campuses Timely acquisition and installation of non-production and production environments

50%

25%

100%

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PROJECT PLAN APPENDICES

The attached appendices represent the detailed project subplans supporting the project plan for the AIS project and are required as part of the Commonwealth PM Standard.

Appendix A - Performance Management Plan Appendix B - Project Schedule & Work Breakdown Structure Appendix C - Resource Management Plan Appendix D - Budget Plan Appendix E - Procurement Management Plan Appendix F - Risk Management Plan Appendix G - Communication and Organizational Change Management Plan Appendix H - Configuration Management Plan Appendix I - Change Control Plan Appendix J - Quality Management Plan

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