You are on page 1of 10

PROJECT MANAGEMENT PLAN

PROJECT MANAGEMENT PLAN


Axim InfoTech: End to End Implementation of FICO, SD and MM

GyanSys InfoTech Pvt Ltd. 1st Floor, Alpha Block, Sigma Soft Tech Park, Whitefield Main Rd, Varthur, Bangalore- 560066

Revision History Revision #

Author

Date of change

Change reference

Reason for change

1. 2.

Prasoon Singh Prasoon Singh

23/11/2011 29/11/2011

Initial Draft Reviewed internally within the project team.

TABLE OF CONTENTS
INTRODUCTION ................................................................................................................................ 2 PROJECT MANAGEMENT APPROACH ................................................................................................ 2 PROJECT SCOPE................................................................................................................................ 2 MILESTONE LIST .............................................................................................................................. 3 SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE .......................................................... 3 PROJECT CHANGE CONTROL PROCESS ............................................................................................. 4 COMMUNICATIONS MANAGEMENT PLAN ......................................................................................... 4 COST MANAGEMENT PLAN .............................................................................................................. 5 PROCUREMENT MANAGEMENT PLAN............................................................................................... 5 PROJECT SCOPE MANAGEMENT PLAN .............................................................................................. 5 SCHEDULE MANAGEMENT PLAN...................................................................................................... 5 QUALITY MANAGEMENT PLAN ........................................................................................................ 6 RISK MANAGEMENT PLAN ............................................................................................................... 6 RISK REGISTER ................................................................................................................................ 7 STAFFING MANAGEMENT PLAN ....................................................................................................... 7 RESOURCE CALENDAR ..................................................................................................................... 7 COST BASELINE ............................................................................................................................... 7 QUALITY BASELINE ......................................................................................................................... 7 APPENDIX A..................................................................................................................................... 7 SPONSOR ACCEPTANCE .................................................................................................................... 9

INTRODUCTION
The objective of this project is to implement various ERP modules viz. SD, FICO and MM at the client location. The project management plan outlines what needs to be delivered and when. This shall also be used as a monitoring tool by the business stakeholders and project manager to assess how the project is progressing through scope statement, schedule, resource, communications, procurement (server readiness), quality, risk and stakeholder management as well as project control and other subsidiary management plans.

PROJECT MANAGEMENT APPROACH


This project shall be executed and monitored based on ASAP methodology and shall be executed in following phases 1. 2. 3. 4. 5. Project Preparation that shall provide initial planning and preparation. Business Blueprint to document business process requirements. Solution Development and Realization to implement business and process requirements. Final Preparation for Go-live. Go-Live and Support that includes cutover to live productive operation and support.

Each of these phases has several activities and has deliveries associated with it. Each activity shall be closely monitored until its successful closure. The deliverables need an official sign-off from the sponsor before the start of the subsequent phase. The project progress shall be monitored through weekly meetings with the client. Once the initial scope is approved, any changes thereafter shall go through the proper change management process and need to be duly approved. Any other project related changes with respect to schedule or resources need to be appropriately communicated to the stakeholders. Communication with the client regarding decisions taken shall need to be documented and saved via email, appropriate templates, MOM etc. The subsequent sections contain appropriate templates that may be required to fill in to maintain the overall quality as the project progresses. For example, any risk identified should go in the risk management template etc.

PROJECT SCOPE
The following scope is taken from the charter and needs to be elaborated once the SOW is approved and released. 1. After successful implementation of this project Axim would be able to handle all its professional services transactions through SAP. 2. Professional services could be Invoice generation due to placement of a resource at a client location 3. Transactions generated catering to the training needs of a client. 4. Handling any other transactions that would be generated as a result of Axims engagement with a client. 5. The business need of Axim is driven by the fact that, once this project is implemented, they would be having an upper hand with the future client as they are already running on SAP. The clients could be where a candidate is outsourced or it could be a full implementation project. In either case Axim will have an advantage to close the deal. 6. The other business need is to train candidates in a more professional manner by giving them an exposure in the live ERP environment.

MILESTONE LIST
Following are the major milestones. Milestone Project Preparation Business Blue Print Solution development & Realization Final Preparation Go-live and training Description Provides initial planning and preparation Document business process requirements Implement business and process requirements Complete preparation for Go-live. Cutover to live productive operation and support. Date 2nd Dec 2011 16th Jan 2012 17th Feb 2012 8h March 2012 9th April 2012

SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE


The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix A. Please refer at the bottom of the document for the original MPP document.
ID 1 Name End to End Implementation of FICO, SD and MM Project Preparation Project goals and objectives Establish Project Team and define roles Setting up the program organization Developing a charter Finalizing landscape requirement Activity and project planning Create BPML list Detailed SOW Determining the implementation strategy Business Blue Print Customer Requirement assessment Conducting req. gatherwing workshop Gap analysis and recommendation Business process definition Business case development Finalize project scope (pre-configured scenarios to be used) Identify RICEFs Obtain blue print sign-off Solution development & Realization FS creation TS creation Configuration development Configuration definition Unit Test Transport from Dev to Quality Duration 101.d 10.d 1.d 1.d 1.d 1.d 2.d 2.d 1.d 5.d 3.d 30.d 5.d 2.d 3.d 2.d 3.d 4.d 14.d 3.d 24.d 5.d 5.d 10.d 5.d 1.d 1.d Start 11/21/2011 11/21/2011 11/21/2011 11/22/2011 11/22/2011 11/23/2011 11/24/2011 11/24/2011 11/21/2011 11/28/2011 11/30/2011 12/6/2011 12/6/2011 12/6/2011 12/8/2011 12/13/2011 12/14/2011 12/19/2011 12/23/2011 1/12/2012 1/17/2012 1/17/2012 1/18/2012 1/19/2012 1/19/2012 2/1/2012 2/1/2012 Finish 4/9/2012 12/2/2011 11/21/2011 11/22/2011 11/22/2011 11/23/2011 11/25/2011 11/25/2011 11/21/2011 12/2/2011 12/2/2011 1/16/2012 12/12/2011 12/7/2011 12/12/2011 12/14/2011 12/16/2011 12/22/2011 1/11/2012 1/16/2012 2/17/2012 1/23/2012 1/24/2012 2/1/2012 1/25/2012 2/1/2012 2/1/2012

Integration Test UAT Identify training audiences Finalize training materials Plan production support and cutover Final Preparation Transport from Quality to Prod Data migration Roles and authorizations User manual and support Conduct end-user training Decide Cut-over date Go-live and Support Begin Transitional Support Post-Project Review Close Project

3.d 10.d 1.d 1.d 1.d 13.d 1.d 2.d 1.d 5.d 3.d 1.d 20.d 14.d 5.d 1.d

2/1/2012 2/6/2012 2/6/2012 2/6/2012 2/6/2012 2/21/2012 2/21/2012 2/22/2012 2/24/2012 2/27/2012 3/5/2012 3/8/2012 3/13/2012 3/13/2012 4/2/2012 4/9/2012

2/3/2012 2/17/2012 2/6/2012 2/6/2012 2/6/2012 3/8/2012 2/21/2012 2/23/2012 2/24/2012 3/2/2012 3/7/2012 3/8/2012 4/9/2012 3/30/2012 4/6/2012 4/9/2012

PROJECT CHANGE CONTROL PROCESS


During the course of the project, changes can be suggested or submitted by any of the team members or the stakeholders from business. This needs to go through the discussion process during stakeholders weekly team meeting. Since this is a fixed cost project, the understanding is to accommodate all the changes which are within the scope and schedule baseline but only after it is approved by the management. Changes can be approved, rejected or postponed till further discussion. Changes can be tracked and monitored using a standard change management template as attached in Appendix A.

COMMUNICATIONS MANAGEMENT PLAN


This Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication needs change. This plan identifies and defines the roles of persons involved in this project. It also includes a communications matrix which maps the communication requirements of this project. An in-depth guide for conducting meetings details the communications rules and how the meetings will be conducted, ensuring successful meetings. A project team directory is included to provide contact information for all stakeholders directly involved in the project. The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix presented in this document. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate. An alternative to this is to save the emails of all such communication that has happened via exchange of emails. The standard communication management guide is attached for reference in Appendix A.

COST MANAGEMENT PLAN


Since this is a fixed cost project and the cost has already been agreed upon based on the PO, this does not need any kind of significant monitoring.

PROCUREMENT MANAGEMENT PLAN


Again procurement does not need to be monitored or managed as landscaping and server readiness is clients responsibility.

PROJECT SCOPE MANAGEMENT PLAN


For this project, scope management will be the responsibility of the Program as well as Project Manager. The scope for this project is defined by the Scope Statement and the Work Breakdown Structure (WBS). The Project Manager, Sponsor and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change along with the steering committee member. Upon acceptance of the scope change request the Project Manager will submit the scope change request to the Change Control Board and Project Sponsor for acceptance. Upon approval of scope changes by the Change Control Board and Project Sponsor the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project Sponsor is responsible for the acceptance of the final project deliverables and project scope.

SCHEDULE MANAGEMENT PLAN


Project schedules will be created using MS Project 2007 starting with the deliverables identified in the projects Work Breakdown Structure (WBS). Activity definition will identify the specific work packages which must be performed to complete each deliverable. Activity sequencing will be used to determine the order of work packages and assign relationships between project activities. Activity duration estimating will be used to calculate the number of work periods required to complete work packages. Resource estimating will be used to assign resources to work packages in order to complete schedule development. Once a preliminary schedule has been developed, it will be reviewed by the project team and any resources tentatively assigned to project tasks. The project team and resources must agree to the proposed work package assignments, durations, and schedule. Once this is achieved the project sponsor will review and approve the schedule and it will then be base lined. The following will be designates as milestones for the project schedule: Project Charter Completion of scope of work. Baseline project schedule, initial as in charter and modified if needed. Business Blue Print Configuration documents User manual

Project implementation Final deliverables with clients acceptance.

Roles and responsibilities for schedule development are as follows: The project manager will be responsible for facilitating work package definition, sequencing, and estimating duration and resources with the project team. The project manager will also create the project schedule using MS Project 2007 and validate the schedule with the project team, stakeholders, and the project sponsor. The project manager will obtain schedule approval from the project sponsor and baseline the schedule. The project team is responsible for participating in work package definition, sequencing, and duration and resource estimating. The project team will also review and validate the proposed schedule and perform assigned activities once the schedule is approved. The project sponsor will participate in reviews of the proposed schedule and approve the final schedule before it is base lined. The project stakeholders will participate in reviews of the proposed schedule and assist in its validation.

QUALITY MANAGEMENT PLAN


A separate document may or may not be needed for this project. However the project team needs to adhere to the following requirements. 1. Naming conventions to be developed as the project progresses through blueprinting stage. 2. Testing processes should be followed at any point in time from peer review, unit testing, quality testing, integration testing, and user acceptance testing. 3. Documentation updates of various scenarios using test scripts and test cases. 4. Periodic review of the interim results with respect to the scope of the work to monitor the variances. 5. Documentation of transports and sequences and the naming convention to be followed shall be decided and finalized as the project moves to the subsequent stages. The project plan shall be updated accordingly.

RISK MANAGEMENT PLAN


Following could be the moderate to high risks based on how soon the resources can be made available. Replacement of a resource when he or she leaves the company: It is project managers responsibility to make sure the hand over and takeover of the work is done appropriately and the transition has happened smoothly.

Server readiness at client location. The plan is to use our own sand box in case there is a delay in server readiness. The delay could be managed during the blue printing stages as not too much of work is expected to be done on sand box during this period. Any further delay needs to be highlighted and discussed in the stakeholders meeting so that any project delay can be accounted for. Any other risk If any other risk is uncovered when the project progresses, they need to be documented and discussed in the weekly stakeholders meeting. The most likely and highest impact risks would need to be added to the project schedule to ensure that the assigned manager take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Manager will provide status updates on their assigned risks in the weekly project team meetings. Upon completion of the project, during the closing process, the project manager will analyze each risk as well as the risk management process. Based on this analysis, the project manager will identify any improvements that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base.

RISK REGISTER
The Risk Register for this project is provided in Appendix A, Risk Register.

STAFFING MANAGEMENT PLAN


The team has been identified and shown as follows in the resource calendar section below who would be dedicated to this project until its closure. Any change in the resources would be adequately communicated to the client in advance.

RESOURCE CALENDAR
Program Manager Project Manager FICO Consultant SD Consultant MM Consultant ABAP Consultant . Sudhindra Deshpande Prasoon Santhosh Sumiti Inayat Rajan

COST BASELINE
This is a fixed cost project as outlined in the PO.

QUALITY BASELINE
This section needs to be updated after finalization of business blueprint.

APPENDIX A
Axim_Project Change Management Template_SAP implementation_28112011_V1.docx

Axim_Communication Axim_Risk s Management Plan_SAP implementation_24112011_V1.doc Register_SAP Implementation_28112011.xlsx

SPONSOR ACCEPTANCE
Approved by the Project Sponsor:

__________________________________________ Ram T. Project Director and Sponsor

Date: ___________________