Transcript APPO Project Phase I Kick-Off
APPO Project Phase I Kick-Off
July 24, 2002
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Agenda
Project background Project objectives and team charge Project goals Project scope Deliverables Project organization Project plan Project management approach Team meeting ground rules Next step.
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Project Background
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Retirement of mainframe
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Maintenance Cost
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Evolving Business Needs Shared Financial Systems - SFS Eliminating legacy GL dependency Migrating Legacy Programs/Processes off Mainframe.
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APPO Project Objectives and Team Charge To explore solution alternatives for migrating legacy accounts payable programs/processes off mainframe and to recommend a best accounts payable migration alternative that is technically attainable, financially cost-effective, and functionally feasible and practical.
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APPO Project Objectives Technically Attainable
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Solutions should be built on technology that currently exists.
Financially Cost-Effective
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Analyze and compare implementation costs and operational costs.
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Cost-benefit analysis to justify solution alternatives.
Functionally Feasible and Practical
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Chosen technology and solutions should be able to meet majority of business requirements.
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Solutions should be able to simplify processes, reduce manual touches and reduce current processing cycle time.
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Project Goals
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Team training of procurement and payable processes.
Identify legacy AP process improvement opportunities.
Identify potential technology & software.
Perform software gap analysis.
Identify possible alternatives for legacy AP processes.
Analyze alternatives (technical, functional and financial).
Solution recommendations.
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Project Scope – Business Scope
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Major Processes In Scope
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Encumbrance Direct charge
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PO invoice payment cycle Pre-Audit
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Post-Audit
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Check printing & payment distribution File maintenance and storage.
Processes Out of Scope (To be addressed in projects separate from APPO Phase I)
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Procard transactions
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SWAP?
Property Control?
Electronic internal billings within campus Inter campus billings MDS.
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Project Scope – System Scope
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Legacy Programs In Scope
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EPRQ
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QFO2
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VPAM
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INQV
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INQP
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INQC
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ADDI
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INQR GENR 1099 payments.
Legacy Programs Out of Scope (To be addressed in projects separate from APPO Phase I)
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File Interface with Accrual Accounting Systems Tax-related reporting.
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Project Deliverables
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Charter (scope, plan, risk assessment, communication plan, project schedules, etc.) Current process model and baseline Future process model and desired measurements Software gap analysis report Final project report and recommendation to the management.
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Name
Mike Hardiman Tom Fisher Vera Laufenberg Terri Mills Janet Larson Jeanne Schiro Purchasing, Business Service Accounting, Business Services Accounting, Business Services Accounting, Business Services 270 A.W. Peterson 366 A.W. Peterson 370A A.W. Peterson 370C A.W. Peterson Steve Carrola Dave L. Allen Cathy Holmes Ruth Fruehling Jim Hellenbrand Business Service Administration, IT 474 A.W. Peterson Charlie Simonson Facilities Management Graduate School DoIT SFS Team, Business Services SFS Team, Business Services 101 Service Building 339 Atmos Oceanic & Space Science 2287, 1210 W. Dayton 310 A.W. Peterson 356 A.W. Peterson Gareth Green Hua Ramer
Project Organization Project Team
Address Department Phone No.
Purchasing, Business Service Purchasing, Business Service SFS Team, Business Services SFS Team, Business Services 202 A.W. Peterson 203 A.W. Peterson 330 A.W. Peterson 360 A.W. Peterson 262-8721 262-6357 265-9035 262-4858 262-3198 262-2006 262-9681 262-0525 262-5873 265-0656 263-7297 262-4569 262-0202 262-1336 APPO Kick Off, July 24, 2002
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Project Organization
SFS Steering Committee John Torphy Don Minor Nancy Wilkinson Pennie Maclean Diane Mann Al Benzschawel SFS Strategic Planning Committee Bob Dye Jim Knickmeyer Ken Mount Diane Barrett Colleen Kerl Jan Richardson Donna Halleran Paul Jelle Pennie Maclean Maggie Roth Mike Hardiman Al Benzschawel Larry Wold Cathy Holmes
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APPO Team Procurement Accounts Payable SFS Team Campus Representatives
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Project Team Responsibilities
Team Members
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Serve as functional expert in responsible process areas and share expert knowledge with the team.
Participate in team meetings & discussions.
Learn from other functional experts on the team to gain an understanding of APPO processes.
Gather and share process related data for the project.
Apply functional expertise and judgment in the development of project deliverables.
Participate in the development of project deliverables.
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Project Team Responsibilities
Strategic Planning Committee
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Authorize and approve APPO project.
Define project objectives and team charge.
Allocate and approve project resources.
Approve project deliverables.
Resolve project related issues.
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Project Team Responsibilities
Steering Committee
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Authorize and approve APPO project.
Approve project objectives and team charge.
Approve project budget.
Approve project deliverables.
Resolve project related issues.
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Project Plan
Tasks
Project Kick Off Develop and Approve Project Charter Develop As-Is Business Model Define Critical-to-Quality Develop To-Be Business Model Software Gap Analysis Develop Solution Alternatives Develop Management Recommendations Management Approval
Estimated Completion Date
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Project Management Approach Scope Management Process
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Project team recommendation of scope change with justifications.
Scope change request should be made to SPC for approval.
Significant scope change should also be made to Steering Committee for approval.
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Project Management Approach Issue Management
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Document issues that can have significant impact on the project or that require further clarification or investigation.
Prioritize issues.
Assign issues to related functional team members for investigation and issue resolution.
Track documented issue status.
Issue status: Accepted, rejected or resolved.
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Project Management Approach Communication Plan
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Status report to SPC at each milestone.
Regular project briefings with the management team representatives.
Issues meeting: Periodic review of issue log by the team.
Steering Committee report: Summarized final project report from the team.
Regular status report on SFS website.
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• • • • •
Ground Rules for Team Meeting
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One person speaks at a time.
Do not interrupt while someone is speaking.
Give other people the opportunity to speak. Think what you are going to say and say it clearly.
No side conversations.
Focus on issues and opinions, not the person with opinions.
Show respect and courtesy to each other.
Do not blame or make negative comments about other people.
No one person makes decision. All ideas and decisions belong to the team.
Don’t be afraid to ask for clarification.
Start and stop meetings on time.
Make every possible effort to attend team meetings.
Take responsibility to catch up with missed meetings.
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Next Step
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Schedule team meetings – biweekly Develop Charter – Hua Team approval of Charter SFS SPC approval of Charter Team training on business processes – procurement.
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