Project Management Plan

Equipment and Works Data

Continuous Improvement Project
WR 3527

Prepared by:
Ian Baldwin
Standards Policy and Data Quality

18 December 2012

This document must not be made available

to persons outside Western Power without
prior written approval of Western Power
Released to the University of Adelaide for
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Print date: 22 October 2019
 Project Management Plan
Equipment and Works Data
Continuous Improvement Project
WR 3527

About this document

Custodianship

Custodian: P&PM

Distribution list
When this document is updated, the following people must receive a copy of the updated version:

Name Position/title

Andy Neemann DM&Q Manager / Project Sponsor/ System Owner

Nicholas Howard Team Lead Enhanced Information Services / Business
Project Manager
Ian Baldwin Principal Project Coordinator/ Program Manager
David Fyfe Branch Manager Network Performance
Gavin Forrest Branch Manager Standards Policy & Data Quality
Marinko Gaspar IT Project Manager
Sharon Braiding Business Intelligence (BI) Manager

Document version history

Version Date Change request no. Author Amendment

1 18/12/2012 N/A I. Baldwin Initial

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Continuous Improvement Project
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Related/referenced documents
Note all documents are to be held in the project folder with in Western Power’s Document
Management System (DMS) inline with Western Powers Records Keeping Policy. All signed
documents are to be scanned and entered into the DMS. All documents referenced are to be prefixed
by DM # then the DMS Number. All project Documents are to be controlled through the Project
Document Register.

Document title Document ID (DM #)

EWD Project Charter DM#6826913

Information Needs Management Plan DM# 5235062
IT Service Management Change Management DM#2010374
Risks, Issues and Dependency Log DM# 5236897
Implementation Approach DM# 5463504
Business Case for CIP DM#9202721

CIP Scope DM#10114737

EWD Risks & Issues Log DM#9689902

Project Status Report DM#5294191
Project Handover BI Checklist for P2S DM#8747465
Project Document Matrix DM#9752358

Approval

Name Role Signature Date

Andy Neemann Project Sponsor

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Contents
1 Purpose of document..........................................................................1

2 Executive Summary of Project Charter.............................................1

2.1 Value proposition..................................................................................1
2.2 Impact to Stakeholders.........................................................................1

3 Project agreements..............................................................................2
3.1 Approval................................................................................................2
3.2 Project description................................................................................2
3.3 Scope....................................................................................................2
3.4 Assumptions.........................................................................................3
3.5 Constraints............................................................................................4
3.6 Acceptance...........................................................................................4
3.7 Critical success factors.........................................................................4
3.8 Project costs.........................................................................................5
3.9 Budget tracking.....................................................................................6
3.10 Business Benefits.................................................................................7
3.11 Safety..................................................................................................10

4 Project approach................................................................................11
4.1 Overview.............................................................................................11
4.2 Implementation Approach...................................................................12
4.3 Outline................................................................................................12
4.4 Software Development Lifecycle (SDLC) Methodology.......................12
4.5 Organisation Processes and Enterprise Deliverables.........................12

5 Project management controls..........................................................14

5.1 Risk management...............................................................................14
5.2 Issue Management.............................................................................15
5.3 Change Management.........................................................................16
5.4 Quality Management...........................................................................17
5.5 Inter-dependencies.............................................................................18

6 Communications Management.........................................................19
6.1 Stakeholder Assessment.....................................................................19
6.2 Communications Plan.........................................................................20

7 Project Organisation and Responsibilities.....................................22

7.1 Resource Plan....................................................................................22
7.2 Governance / Roles and Responsibilities............................................23

8 WBS & Schedule................................................................................28

8.1 WBS....................................................................................................28
8.2 Schedule.............................................................................................28

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1 Purpose of document
This Project Management Plan is written by SP&DQ’s Principal Project Coordinator with
support from the project team and is approved by the Project Sponsor. It describes what
the team plans to produce (interim and final deliverables) and what resources are needed
to produce it.
It is used to:
 Demonstrate the Project Manager's understanding of the project requirements.
 Guide project execution.
 Document project planning assumptions and decisions.
 Provides a baseline for progress measurement and project control.
 Facilitate communication among stakeholders.

2 Executive Summary of Project Charter

Western Power utilises a number of systems and spreadsheets to manage and report on
its distribution and transmission assets, and the associated work performed on those
assets. As the need for better visibility of consolidated information grows, it is becoming
increasingly difficult to produce consistent results from these disparate sources.

2.1 Value proposition

This data warehouse solution will consolidate the equipment and works related data from
these multiple sources into an integrated and validated source to improve reporting and
enhance analysis. This will allow the business to make more informed decisions by
making the right information, at the right levels of granularity, at the right time, readily
accessible to the right people in the organisation.

2.2 Impact to Stakeholders

The business Impact of this Project will be through the provision the ability for Western
Power to make more informed decisions by providing accurate and timely information.

The outcome will be the streamlining of Western Power’s management reporting

processes and removing the reliance on custom reporting solutions currently provided in
MS Access and MS Excel, and which are supported and maintained by key business
users. The Project Charter can be accesses in detail at (DM#6826913)

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3 Project agreements
This section defines key management outcomes in the project.

3.1 Approval
The Equipment & Works Data Warehouse Continuous Improvement Business Case was
signed by the CEO on 21/10/12. The Business Case covers the project which relates to
the build, test, and deployment of the previous descoped, partially delivered, unresolved
defects and enhancements identified in previous EWD projects.
This project was initiated with the release of interim funding for Business Case EWD CIP
DM#9202721.
This project covers the enhancements as outlined in Section 3.3, for the duration of FY
12/13 and all phases, stages and iterations achievable during the time frame.
This Project Management Plan covers the EWD CIP. It will be periodically revisited and
updated through out the life of the project.

3.2 Project description

To deliver unresolved components of the Enterprise Data Warehouse.

3.2.1 Location
The EWD CIP will be conducted and built on site at Western Powers Head Office 363
Wellington Street Perth WA 6000.

3.3 Scope

3.3.1 In Scope
In scope items for the EWD Continuous Improvement Project are outlined in the CIP
Scope Register DM#10114737 and approved in the Business Case DM#9202721. Below
is a list of those items approved for delivery in this project. For additional information
about each requirement refer to the Scope Register DM#10114737. For test cases that
relate to the deliverable, utilise the Requirement Unique Identifier in Quality Centre,
Western Power’s Testing and Defect Management Tool, under EWD CIP Project:
 Time Based Reporting
 Old MS Access Snapshots into Oracle.
 Query and View SPIDA Data via SPIDA.
 View All Network Asset Data Spatial and non-Spatial by time.
 Management of Abandoned Attributes.
 Historical Streetlight Data.
 Network Topology Subject Area.
 Incorporation of SPIDA - Only Electrical Components in EWD.
 Removal of Redundant Fields.
 Access Data Sources External to COGNOS.
 Inclusion of Carrier Data.
 Spatial Indexing.
 EWD Notifications.

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 ESRI Capability.
 Removal of Cognos Framework Expressions on Fields.
 Data Profiling.
 Performance Tuning.
 Specification Definition.
 Disaster Recovery.
 Communications and Controller Information into EWD.
 OSDS Database Field Corrections.
 EWD Documentation.
 EWD Content Reporting.
 SPIDA Attributes.
 Changes in Source Systems.
 Ability to create Mandatory External and Critical Internal Reports via EWD.
 Physical Connectivity.
 Represent spatial data in a one to many relationships.

3.3.2 Out of scope

The following are excluded from the scope of the project:
 Operational reporting needs and information outputs required in real time.
 Data not related to relevant Equipment and Works processes and functions.
 Changes to underlying systems except where it is necessary to produce an
Extract, Transform, and Load (ETL) output for population in the data warehouse.
 Improving the quality of the underlying Equipment and Works data in the
underlying source systems.
 General user training relating to the use of reporting tools such as Cognos
(except for new users exposed).
 Requirements which cannot be met due to the lack of support from the current
underlying business processes.
 Anticipating future requirements as a result of new, to-be-defined business
processes.

3.4 Assumptions
 An evaluation period of 5 years was utilised in financially assessing the
considered options.
 Western Power's information needs will largely stay the same even with the
introduction of new operational systems and business processes. Should a
change result in the redesign of a part of the data warehouse, this will be
accommodated through a Change Request.
 Data quality issues identified by this project will be addressed by existing Western
Power business units responsible for this function and not by the project.
 Ongoing operating costs are based on: An additional 50% of a Business
Intelligence resource will be required to support this component of the warehouse
on an ongoing basis; hardware costs of $10,000 p.a. based on IT’s assessment

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of disk storage required and training costs of $10,000 p.a. based on 5 power
users to be technically trained to use IBM Cognos.
 The project will conform to the current Business Intelligence access model which
will determine an individual user's view of information.
 This project will contribute to and support business impact on reporting processes
but it will not manage any resulting changes to data capture or data usage
processes.
 The ISAM project delivers asset and condition data to Ellipse in accordance with
its time schedule at the time of writing this Project Management Plan. Should a
significant change result in the ISAM projects time schedule, the funding impact
to EWD will be accommodated through a Change Request.
 The ISAM project modifies the Work Order and project structures in Ellipse in
accordance with the project’s time schedule at the time of writing this business
case. Should a significant change result in the ISAM project’s time schedule, the
funding impact to EWD will be accommodated through a Change Request.

3.5 Constraints
 Operational priorities may take preference over projects, therefore the
implementation of the recommended project will need to be cognisant of, and
operate within these constraints.
 The overall project is delivering to a predefined platform in terms of hardware,
database and Business Intelligence software.
 ISAM and EWD projects are dependent on some aspects of each other (inter-
project dependencies); the two projects may also have specific tasks that depend
on each other (cross-project links). Although this will be tracked and managed,
there is a potential for scheduling shifts and can become a constraint.

3.6 Acceptance
The Project will be considered accepted when all key project deliverables as listed in
Section 3.3.1 have been approved and signed off by the relevant stakeholder’s inline with
the exit criteria for each requirement as per the Scope Register DM#10114737.

3.7 Critical success factors

The critical success factors for this project are:
 Scope - A clearly articulated and controlled scope from a process and functional
perspective.
 Resource - Appropriate and dedicated business and technical resources.
 Team - Close working relationships between the Project Team, the Business
Intelligence Group, and the External Service Provider.
 Change Management - Reinforcement of the change by all levels of
management to ensure the solution changes behaviours and becomes enduring
in the business. Strong expectation management, ensuring that business users
are aware of the technical and scope limitations of the data warehouse.
 Data Quality – Acceptable level of quality data in the warehouse at the time it
goes live into production.
 Capability - Competent people in the key user roles who have the capability and
desire to exploit the solution being delivered.

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 Dependences – The vast majority of deliverables for this project rely on sources
systems and the data they hold. If these do not in exist or required to be modified
to hold new data then the ISAM Project is accountable for delivering these source
systems as per there published scope of work. Any delays to the delivery of
theses systems or the data they hold will have a negative impact on some of the
deliverables for the EWD CIP Project even though they may have a high priority
rating.

The following table provides a summary of the project priorities:

Constrain Accept Enhance
Cost Y
Time Y
Scope Y

 Constraints – The budget and time is to be constrained. The scope will be

adjusted and reviewed at the end of each cycle to ensure that balanced focus is
maintained on business operational pressures and alignment to strategic goals.
Business priorities will dictate changes to the schedule and opportunities to bring
forward deliverables may be explored. Any significant changes required or
caused by ISAM or any other upstream project i.e. Non or late delivery of
dependant data or systems will have an adverse effect on the priority of projects
scope items.

3.8 Project costs

The expected costs for the EWD CIP are outlined in this section. The figures depicted in
this section are derived from the EWD CIP Business Case Finance Work Sheet
(DM#907623) and should be referred to if more detail is sought.

3.8.1 Capex costing

Below are the rolled up costs for the Capex component of the EWD Project
Option One
2012/13 2013/14 2012/13 2013/14
Fixed Cost and
Time Set @ $1.5m $87 $1,500,0 $1,500,0
1 per annum 5,000 1 00 1 $875,000 00

- -

- - -
$875,0 $1,500,0 $1,500,0
00 00 875,000 00
87
risk allowance ,500.00 $150,000
962
Totals ,500.00 $1,650,000

total option
one $2,612,500.00

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3.8.2 Ongoing OPEX Cost

Below is the estimate of ongoing OPEX cost attributed to support the solution once the first
iteration has gone live.
Cost Category Year 1 Year 2 Year 3 Year 4 Year 5 Totals
$M $M $M $M $M $M
Training $0.01 $0.01 $0.01 $0.01 $0.01 $0.05
Hardware $0.01 $0.01 $0.01 $0.01 $0.01 $0.05
BI Support $0.09 $0.09 $0.09 $0.09 $0.09 $0.45
Totals $M $0.11 $0.11 $0.11 $0.11 $0.11 $0.55

Training Costs based on 5 people trained per year for a 2 day training by a technical specialist
Technical Specialist Hourly rate $123
2 Day Course rate $1,850

BI Support Agreed through discussion with IT (DM#9123737), Estimated at 50% of a BI Analyst resource
BI Analyst Hourly Rate $93
Yearly Cost $181,994

Support and Hardware Requirements agreed through consultation with IT (DM#9123737 and DM#9123738)

3.9 Budget tracking

The project’s budget will be tracked and reported on fortnightly by the Business
Project Manager utilising the Budget Tracking Spreadsheet DM#5612430.
Budgets will be reconciled at the end of the Month against figures provided from
Group Commercial extracted from Ellipse ERP.

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Budget Tracking Spreadsheet DM#5612430

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3.10 Business Benefits

Western Power's Business benefits definition can be found in DM#8811026. Details of the benefits realisation plan for this project can be found in
DM#9057766. In addition it must be remembered that this project will return functionality in certain areas that was not transferred in previous EWD projects
due to descoping and removing negative benefit.
Type Description Investment Decision Evidence of realisation
Requirements if primary driver

Type 1 Decrease in cost NPV positive Cashable: $ budget journal

Increase in revenue Demonstrate direct impact to P&L or
Increase in productivity Balance Sheet
Increase in liquidity Use financial ratios

Type 2 Cost avoidance NPV positive Non-Cashable

Evidence of reinvestment
Type 3 Obligations: Demonstrate it is mandatory Compliance breach register
Statutory Demonstrate the proposed option is the most cost And appropriate authority validation
Mandatory Contractual effective way to meet requirements (R&C, health check, internal audit,
Internal policies & standards Demonstrate consequences of non compliance: external audit, regulatory submission…)
Board or Executives directive - Financial (fines)
- Non-financial (reputation)

Type 3 Strategic Direction Demonstrate strategic alignment Evidence of strategic direction

Take up an opportunity Demonstrate the current risk is above tolerance & Risk measure before and after
Strategic Risk mitigation target risk is acceptable investment using branch risk register &
******* Demonstrate the value at risk using adequate rating
Value at Risk metrics and indirect impact to P&L or Balance Sheet And appropriate authority validation
Demonstrate the proposed option is the most cost (R&C, health checks, internal audit,
effective way to meet objectives external audit, regulatory submission…)
Opportunity cost of not investing in the initiative

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3.10.1.1 Type I Benefits - Direct Financial savings

This project will have no direct budget reduction impact as the primary objective is to improve
information quality and deliver functionality that should have been delivered to replace legacy systems
in previous EWD projects.

3.10.1.2 Type II Benefits Economic Value - $833,544 Present value over AA3 period
The use of the EWD tool across the business will result in the reduction and
some cases the avoidance of field visits. The main identified motion time saved.
The areas of the business that own and will realise theses benefits as well as the
breakdown can be found at DM#9057766.

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3.10.1.3 Type III Benefits Social ROI: 65% Strong

Overall T3 Benefits impact

3.10.1.4 Specific T3 Benefits

Title Description & Assumptions Impact Metric to be used
for evidencing
benefits
Governance and Compliance
Location of assets data The EWD system will support the Minor Evidencing is
quality validation of the assets location data problematic as
contained in Western Power’s records benefit is distributed
which are currently not always sufficiently across numerous
accurate to enable planning work to be projects and
carried out without field visit. EWD will investigations.
support the data quality effort but is not

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the sole contributor.

Safety
Workforce safety Reduction in field visits will reduce Medium Evidencing is
workforce exposure to potential safety problematic as
risks. benefit is also
impacted by factors
outside this project.
Customers & External stakeholders
Customer service The up to date and historical view of Minor Visual checking of
location of assets provided by EWD will site work status
enable improved accuracy and speed of against claims for
reply to customer queries. It may also payment or scope
enable recovery of costs from customers change to Western
that would not have previously been Power will recover
supported by sufficient evidence. costs from
customers where
customers are liable
for payment. The
audit reporting will
confirm that no
undue payment was
made by Western
Power where it could
have been
recovered.
Reputation EWD forms part of the enabling initiatives Minor Evidencing is
that Western Power is undertaking to problematic as
strengthen its internal governance and benefit is also
ensure that decisions are made based on impacted by factors
accurate data. This will contribute to deter outside this project.
public criticism of Western Power's
governance and safeguard reputation
Environment
Works Management EWD will contribute to improve the quality High Auditing and
Risk Mitigation of planning, prioritising and reporting against
implementation process of works contracted works to
management with up to date reports of track and log
Western Power’s Assets. instances of
contractor omission.
People & Culture
Accountability culture A transparent process and fact based Moderate Evidencing is
decisions making may result in an problematic as
improved OCI rating. benefit is also
impacted by factors
outside this project.

3.11 Safety
All project personnel, including contractors, will be governed by the Western
Power Safety Manual (DM#3403146) and will undergo the relevant site
inductions prior to commencing work at the site.

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4 Project approach

4.1 Overview
Given the expected level of change within Western Power over the life of this project, a
flexible approach to project delivery will be required. As a result, a staged approach to
implementation will be adopted. Each stage or “Iteration” will target one or more
information subject areas and will be treated as a deliverable in its own right. Iteration will
deliver the following:
 The reporting subject areas for ad-hoc analysis
 A set of standard, pre-built reports (the exact reports that will be delivered will be
determined in the detailed analysis of each sub-phase)
 Training for end users
 Metadata to provide visibility of the source of the data and the transformations
that have been applied to it
The subject areas to be delivered during the project are listed below. One or more
subject areas will be delivered within each sub-phase. This sequence is aligned with the
business priority and needs:
 Modify data feeds into the data warehouse to source equipment and defects
information from Ellipse;
 Modify data feeds into the data warehouse for Transmission Wood Pole
information from Ellipse rather than TLS and TRIS;
 Data warehouse modification to cater for work order and project structure
changes initiated by Mobile Workforce Solution and ISAM. Changes to impacted
business reports will need to be undertaken by the business power users;
 Load snapshots of historical DFMS data, which is currently stored in a “stand-
alone” database, into the data warehouse and decommission the stand-alone
database;
 Create reports that are currently provisioned from TIPD and DAMP databases to
allow business continuity as underlying systems are replaced;
 Enhancements to previous delivered prebuilt reports and creation of new reports
that will ensure business continuity and the take-up by the business is
maximised;
 Requirements and/or Analysis Phase of the following items:
 Secondary Systems Asset Reporting with a view to replacing current
reporting systems as the assets get moved into Ellipse;
 Enhance the view of equipment in the data warehouse to provide a
topological view, showing connectivity relationships between individual
pieces of equipment;
 Automate the reliability reporting back end process to eliminate manual data
extracts and consolidation, including sourcing TCS data from the data
warehouse;
 Incident Reporting for Feeders; and

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 Integration of the SPIDAWeb GIS platform with the Cognos reporting suite to
allow spatial analysis of equipment.

4.2 Implementation Approach

The method in which the Project plans to deliver the Equipment and Works Management
data warehouse is detailed in full within the Implementation Approach document (DM
#5463504).
The remaining subject areas as identified in the Implementation Approach document may
be addressed in a future phase of the project and is outside the scope of this Project
Management Plan.

4.3 Outline
Once into the build phase the project will run on a 6 week iterative cycle. The list of
approved scope items are those identified as required at the start of the project. At week
five of the iteration cycle a review of the requirements will be conducted. Any new
requirement raised at the EWD Focus Group will be prioritised with the existing
requirements and recommendation as to what will be in the next iteration will be
presented to the Steering Committee with sign off by the Project Sponsor, within the
limitations and constraints as outline at 3.7.

4.4 Software Development Lifecycle (SDLC) Methodology

As there will be two IT streams one for Extract Transform and Load (ETL) and the other
for Business Intelligence (BI), there will be two SDLC methodologies utilised on the
project a waterfall approach will be implemented for ETL and an AGILE approach for BI.
ETL lends itself to waterfall as once the requirements are clearly articulated the
development can be based against clear rules. ETL impacts databases there structure
and the passage of data from one to another. BI lends itself to AGILE as the IBM
COGNOS package and its Graphic User Interface (GUI) can be configured subjectively.
By having the business involved through out the development, expectations and points of
view can be managed effectively to develop rich reports that meet requirements and
provide a look and feel that meets or exceeds expectations.

4.5 Organisation Processes and Enterprise Deliverables

In unison with the delivery of the scope items standard deliverables and who is
authorised to accept the deliverable is listed below. By outlining who is authorised
to accept the deliverables ownership, responsibility and ultimate accountability
can be established with out ambiguity.

WBS # Deliverable Description Acceptance By

Project A document outlining the approach, Project Sponsor

Management together with the scope, duration,
Plan assumptions, issues, risks and
constraints.
Physical data Physical data model for the subject BI Manager
model areas within the scope of this
Statement of Work* developed in the
Power Designer tool.
Conditions Requirement Specification for the Project Sponsor
Requirement Equipment Conditions and Condition

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Specification Summary subject areas.

Conditions ETL ETL Specification for the Equipment BI Manager
Specification Conditions and Condition Summary
subject areas.
Conditions Data warehouse and reporting solution Project Sponsor
solution in for Conditions subject areas tested and
production deployed in production
Equipment Requirement Specification for the Project Sponsor
Requirement Equipment Detail and Equipment
Specification Summary subject areas.
Equipment ETL ETL Specification for the Equipment BI Manager
Specification Detail and Equipment Summary
subject areas.
Equipment Data warehouse and reporting solution Project Sponsor
solution in for Equipment subject areas tested and
production deployed in production
Network Load Requirement Specification for the Project Sponsor
Requirement Network Load subject area.
Specification
Network Load ETL Specification for the Network Load BI Manager
ETL subject area.
Specification
Network Load Data warehouse and reporting solution Project Sponsor
solution in for Network Load subject area tested
production and deployed in production
Network Requirement Specification for the Project Sponsor
Incident Network Incident subject area.
Requirement
Specification
Network ETL Specification for the Network BI Manager
Incident ETL Incident subject area.
Specification
Network Data warehouse and reporting solution Project Sponsor
Incident for Network Incident subject area
solution in tested and deployed in production
production
Network Requirement Specification for the Work Project Sponsor
Reliability Summary subject area.
Requirement
Specification
Network ETL Specification for the Work BI Manager
Reliability ETL Summary subject area.
Specification
Network Data warehouse and reporting solution Project Sponsor
Reliability for Work Summary subject area tested
solution in and deployed in production
production

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5 Project management controls

Project management controls provide an understanding of how threats to the
successful delivery of the project are managed. These threats may be in the form
of risks, issues, stakeholder disagreements or scope variations.

5.1 Risk management

For the purposes of this plan, a risk is defined as: “Any item that is foreseen to potentially
affect the project from being completed on time, within budget, or from meeting its
objectives.”
The risk management process described in this plan is, as far as is reasonably
practicable, consistent with Western Power’s corporate risk management framework.
A risk log is maintained for the project. It will be used to provide an overview of the status
of the identified risks and will support the development of mitigation and contingency
plans.
The project manager will review the risk log on a fortnightly basis and key risks will be
tabled at each project team meeting and included in the project status reports that are
sent to all stakeholders.
The risks identified for the project are listed in the table below
Risk description (Inherent Risk) Inherent Mitigation / Containment / Residual
Risk Treatment/ Accept Risk

Insufficient Western Power Extreme Communicate resourcing High

resources are available to meet
the proposed timelines
Quality of source data not
known or overestimated adding
significant time for data
cleansing activities.
Scope continues to expand as
new requirements are identified
during the project
Dependent projects do not
meet their published schedule,
jeopardising the
implementation timeframes of
this project
requirements early and
regularly. Bring in external
parties where possible.
Extreme Conduct data analysis early and High
provide results to Data Quality
project for correction; Implement
cleanest data first; categorise
data quality and provide to
users.
Extreme Agree requirements and put High
under strong change control.
Use conference room pilots to
validate requirements early.
Extreme Commence applicable build High
activities only when ISAM
design and source to target
mapping has been completed,
and delivery schedules are firm.

Significant changes are Extreme Build warehouse based on Moderate

imposed on this project common process and
resulting from changes to terminology.
source operational systems.

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Risk description (Inherent Risk) Inherent Mitigation / Containment / Residual

Risk Treatment/ Accept Risk

There may be a difference in the Extreme Reconcile all data in the warehouse High
figures reported out of the data back to as many potential sources
warehouse compared to other as feasible. Explain what
systems leading to a lack of trust transformations have happened to
in the numbers and therefore a data on the way in to the data
lack of acceptance of the solution warehouse. Ensure suitable
governance in place to determine
the "source of truth"
The scope of deliverables cut Extreme Include an “Architect” role on the High
across a number of existing project, one who is familiar with all
subject areas in the data warehouse subject areas and who
warehouse with the potential to can work alongside the ES and BI
implement duplicated functionality teams; extensive review of data
models and ETL approach
The complete list of risks and issues can be found in the EWD Issues, Risk and Change
Log (DM#9689902). An extraction of the Risk Log being built at the time of this PMP is
shown below

Equipment & Works Data Warehouse – Risk Register

5.2 Issue Management

An issue can be defined as “A risk that has come to fruition”
An issues log will be maintained for the project in the EWD Issues, Risk and Change Log
(DM#9689902). It will be used to support control of outstanding issues.
The project manager will review the issues log on a fortnightly basis and key issues will
be tabled at each project team meeting and included in the project status reports that are
sent to all stakeholders.
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Issue will be addressed on severity and action taken will be dictated by the impact. An
extraction of the Issue Register being built at the time of this PMP is shown below:

Equipment & Works Data Warehouse – Issue Register

5.3 Change Management

All project changes shall be detailed in the project change control log contained in the
EWD Issues, Risk and Change Log (DM#9689902)
The Sponsor, together with the Network Performance Branch Manager will approve any
changes that impact scope, quality, benefits, cost, or schedule.
Approval for minor changes will be controlled via Email or meeting minutes (decisions).
Other changes of significance will use a formal change request process and templates to
clearly quantify the impact of change. Such changes include any changes to scope,
budget, and/or schedule. An extraction of the Change Register being built at the time of
this PMP is shown below:

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Equipment & Works Data Warehouse – Change Register

5.4 Quality Management

The following quality management activities will be performed:
All documentation prepared by this project will be peer checked and will undergo review
and approval process for acceptance by relevant support groups. All documents are to be
captured in the project file TT/119/3427(7N)V1 in the Document Management System
(DMS). An extraction of the Document Register being built at the time of this PMP is
shown below:

Equipment & Works Data Warehouse – Document Register

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 The Architectural Review Group (ARG) will be engaged for review and
acceptance of Technical Solution;
 All Server builds will be built in accordance with standard build and testing
processes to the Standard Operating Environment (SOE) standard;
 All applications developed/configured by the project will be system tested by
Quality Centre team and Defects prioritised and addressed. Testing report
discussed and approved by project sponsor prior to production implementation;
 All deliverables produced by the External Service Provider (Wipro) will be
reviewed by the Western Power BI Team to ensure adherence to Western Power
architectural and technical standards;
 End user training will be provided for all users requiring access to the solution. A
combination of internal training as well as external (vendor) training will be
provided where appropriate for the expected level and type of use of the system;
 User Acceptance Testing will be completed and signed off 1 week prior to
production implementation, and
 All implementations and production changes will comply with Western Power’s IT
Service Management Change Management policy and criteria (DM#2010374).

5.5 Inter-dependencies
Dependencies are recorded in the EWD Issues, Risk and Change Log (DM#9689902)
under the interdependencies tab. The list of dependencies will be updated as the project
progresses and as other project come online.

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6 Communications Management
6.1 Stakeholder Assessment
This section identifies all parties who are impacted by the implementation of the
project or who have an interest in the outcome. Table 1 below lists each
stakeholder and identifies strategies for gaining support or minimising negative
impacts.
Table 1: Stakeholder Analysis Matrix

Stakeholder Stakeholder Assessment of Impact Potential Strategies for

Interest(s) in the Gaining Support or
Project Reducing Obstacles

Andy Project Sponsor Responsible for 1. Regular project status

Neemann governance of data updates
warehouse and
2. Information about how
addressing data
change is being
quality issues. His
managed -
people will be key
understanding any
users of information.
resistance of the
Ultimate approver of
business
documents/decisions.
3. Business buy-in
4. Measuring success of
the project -
improvements after
implementation

Program Provides oversight Represent key 1. Project Status

Steering of project delivery business users updates
Committee and solution scope
Accountable for 2. Key milestones and
delivery dates
3. General updates

End users Will utilise the Require access to 1. Project Status

information made the new EDW - Updates
available through change to the way
2. Go-live date and key
the solution the task is performed
dates
delivered so require training
3. Training and support
available
4. Overview of the
project, rationale,
expected benefits /
outcomes and new
system, out of scope
5. How to obtain access
to the new EWD

Other Common set of Interdependencies 1. Similar stakeholder

Foundation end users. Some between EDW and groups for some parts of

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Transformation reporting and other FTP projects - the project - Need

Projects (FTP) analytics required need to be aware of consistent
by other FTP and manage these communications
projects to be linkages and approach
delivered through interdependencies
EWD
EWD similar set of
users as other FTP
projects

Business Will support the Require good 1. Project overview and

Intelligence solution once understanding of the status update
implemented solution in order to
2. BI - Project Go-live
support it. Will need
dates and BI role in
to be involved in and
training and support of
approve the design
impacted users

IT Service Provide first level Project will be likely 1. Key project milestone
Desk support of solution to have an impact on dates (roll out of new
once implemented the volume of calls system etc)
Service Desk receive
2. Technical briefings /
post go-live
support issues -
overview of the system,
any known problems /
work around with the
system, training
available for users
3. Service transition to
support plan (number of
users impacted,
expected volume of
calls, work procedures
for dealing with EWD
calls etc)

6.2 Communications Plan

Progress reports and briefings will be provided by a combination of meetings, emails and
memos. This may be followed up with more detailed documentation. Possible reports and
communication briefings are shown in Table 2.
Table 2: Progress Reporting and Briefings

Report or Briefing Type Audience When/Regularity

type

Team briefings Meeting Project team Daily/weekly/monthly

(face-to-face) members
PSR Standard Project team, 6th working day of each
Western technical support month for the duration of
Power Project staff, IT Branch team the project
Status Report leaders and steering
committee.

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Checkpoint Meeting Project team, As required

meetings (if issues (face-to-face technical support
are impacting or conference staff, IT Branch team
progress) call) leaders and steering
committee.
Go-Live Email IT Branch team As per Project Plan for
announcement for leaders each phase
major deliverables

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7 Project Organisation and Responsibilities

The section defines the project structure, the type of resources required and the
expectations of the individuals and groups associated with the project. There must be
clear definition of the skills and commitment required for each resource. Specific names
may not be known at this stage of the project; in this case the role is included but the
name has been left blank.

7.1 Resource Plan

The following resources will be working on the project:

Role Name Responsibilities When

Project Manager Nicholas Howard Overall Project Delivery Full time for the
Business duration of the project
Project Manager IT Marinko Gaspar IT Project Delivery Full time for the
duration of the project
Project Sponsor Andy Neemann Provides scope and Intermittently for the
vision. Involved in duration of the project
status and risk review.
Makes business
resources available
Program Manager Ian Baldwin Provide overall project Intermittently for the
governance and point duration of the project
of escalation for
administrative issues.
Equipment and Works Sundy Thjin Act as a change Full time for the
Data Warehouse champion for the duration of the project
Solution Lead solution. Take
accountability for the
solution design and the
functional specification.
Provide leadership to
the core team, SMEs
and Business
Representatives when
they are involved in
designing the solution
in detail.
Asset and Works sub- Peter Chomiak Validate solution Intermittently for the
program Solution Paul Keating design from the duration of the
Leads Vera Van Jaarsveldt perspective of the other project.
projects within the
Asset and Works sub-
program. Provide input
to the project on the
proposed solution of
their respective
projects.
Solution Implementer Wipro Responsible for Full time for the
designing and building duration of the project
a solution that satisfies
the business
requirements. Provide
knowledge transfer to
the WP BI Team on

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developed solution.
Quality Assurer Western Power Responsible for Intermittently for the
Business Intelligence ensuring deliverables duration of the
Team comply with Western project.
Power technical and
architectural standards.
BI Architect Western Power Provides expertise on Intermittently for the
Business Intelligence data warehouse duration of the
Team architecture and project.
Cognos architecture
within Western Power.
Business Subject WP Business Unit Provides expertise on Intermittently for the
Matter Expert representatives business areas, duration of the
processes, and project.
requirements.
Technical Subject WP BI Team, WP Provides expertise on Intermittently for the
Matter Expert Data Management source systems and duration of the
Team existing data project.
warehouse subject
areas.

7.2 Governance / Roles and Responsibilities

This section defines the roles and responsibilities of the individual resources and groups
working on the project. This helps to ensure that all resources are aware of their project
responsibilities. The diagram below outlines the Governance Structure for the EWD CIP:

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EWD CIP Governance Model DM# 98700063

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7.2.1 Project Sponsor – Andy Neemann

The Project Sponsor provides the scope and vision for the project and is ultimately
accountable for the delivery of the product or service that the project has been
commissioned to develop. The Project Sponsor is usually a senior manager who initiates
the project and provides executive support for the client and FTP Project Manager/s.
They assume responsibility to the business for achieving forecast returns on investment
and/or realising project benefits as detailed in the Business Case. They will be involved
in on-going reviews of the project and the identification and review of project risks.
The Sponsor is responsible for:
 Single point accountability for the project and its business values/benefits
 Approving the Project into Project Start-up and in Project Planning, resulting in
production of a Project Plan.
 Funding the project.
 Ensuring that a common understanding of project scope, budget, level of risk,
time frame and project deliverables is achieved with the Solution Lead and the
Project Manager.
 Reviewing project status and progress.
 Making project Go/No Go decisions.

7.2.2 Project Manager – Nicholas Howard (Business) / Marinko Gaspar (IT)

The Business Project Manager is accountable for overall delivery of the Project and the IT
Project Manager is responsible delivering the IT&T components of the project. The
Project Manager is accountable for understanding the scope, budget, timeframe and
quality expectations and translation into a Project Plan. The Project Manager is
accountable for managing the project on a day-to-day basis and enabling the Project
Team to create and execute the deliverables as specified in the Project Plan.
The Project Manager is responsible for:
 Ensuring that the project management phases and the project lifecycle are
aligned and all project deliverables are specified in the project plan.
 Creating the project plan and ensuring it is approved by the Project Steering
Committee prior to developing the product or service the project is expected to
deliver.
 Day-to-day planning and management of the project to ensure project targets
(e.g. scope, time, cost, quality and DRP) are met.
 Managing stakeholder input communications and expectations.
 Endorsing the key deliverables and outcomes throughout the project.
 Conducting Progress Reviews and Project Status Reports with the Project
Sponsor and Solution Lead.
 Engaging Support team leaders through all stages of the project to ensure full
consideration is given to planning and managing support (where required) for
deliverables.
 Clear delineation of responsibilities of each PM and the Governance Structure
Can be found in the EWD CIP Governance Model DM# 98700063.

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7.2.3 Program Manager – Ian Baldwin

The Program Manager roll is to focus on the project interdependencies with other projects
and helps to determine the optimal approach for managing them. Actions related to these
interdependencies may include:
 Resolving resource constraints across the program;
 Align the project and program goals and objectives to Western Powers strategic
direction; and
 Resolving issues and change management within a shared governance structure.
 Act as a point of escalation for issues within the program of work.

7.2.4 Equipment and Works Data Warehouse Solution Lead (Client Rep) –
Sundy Thjin
The Solution Lead is accountable for defining a solution which will deliver the Sponsor
and stakeholders the organisational transformation required. Along with the Project
Manager, the Solution Lead is a key player in the Project Management Team.
The Solution Lead is responsible for:
 Taking accountability for the solution design and the functional specification.
 Being Western Power’s evangelist for the Equipment and Works Data solution.
 Acting as a change champion for the solution and project.
 Taking an enterprise perspective on the solution to ensure an integrated “Whole
of Business” solution is designed and developed over time.
 Appling his knowledge of Western Power’s processes and systems and industry
best practice to define the best solution for the project’s business requirements.
 Drive the identification and acceptance of feasible alternative solutions,
recognising constraints such as system functionality, user impact, level of
change, and time to implement; taking a clear position on what they believe is the
optimal solution for Western Power.
 Transferring the appropriate business and technical knowledge to project team
members as required.

7.2.5 Project Steering Committee

The Project Steering Committee is a key decision body that provides guidance and
advice to ensure that project deliverables are met. Committee members are normally
executives representing impacted areas of both IT and the client (and include the Project
Sponsor).
The Project Steering Committee’s key responsibilities are:
 Setting of policy/strategy for the project
 Resolving issues that cannot be resolved within the project team
 Reviewing and providing input to project deliverables
 Approving any significant changes in policy or direction to the project
 Approving change requests that impact project schedule or budget
 Reviewing of project risks

7.2.6 Asset and Works sub-program Solution Leads (EWD Focus Group)
The Asset and Works sub-program Solution Leads are the equivalent of the Equipment
and Works Data Solution Lead for the other projects within the Asset and Works sub-

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program. All Solution Leads work together to ensure an integrated “Whole of Business”
solution is designed and developed over time.
The Asset and Works sub-program Solution Leads are responsible for:
 Liaising with the Equipment and Works Data Warehouse Solution Lead to ensure
each project’s solution aligns with an integrated, enterprise view of information
 Along with the Equipment and Works Data Warehouse Solution Lead,
determining the business priorities in relation to the scheduling of specific
deliverables during the implementation phase

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8 WBS & Schedule

8.1 WBS
A WBS DM# 10250496 has been provided to highlight the main tasks that are to be
performed within the EWD CIP. The WBS has been rolled up to three levels to allow for it
to be utilised when describing where elements of the project are working. For more detail
of tasking please refer to the Project WBS Dictionary DM# 102405678 or for progress the
Project Status Report or Schedule DM#5294191.

8.2 Schedule
The schedule below shows the rolled up components to be implemented. The content
and priority of delivering scope items are dependent on other projects (i.e. ISAM2)
meeting their implementation schedules.
The project schedule is designed to controlled and monitor the project. It is the
responsibility of the Project Manager to monitor and maintain the schedule. The schedule
is reported on fortnightly in the Project Status Report and reviewed by the Program
Manager for quality purposes DM#5294191. Schedules are to be rebase lined after
change requests and up dated fortnightly to reflect progress.

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EWD CIP Schedule DM#5294191

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