Presentation on theme: "Purpose, Objective and Goals"— Presentation transcript:
1Purpose, Objective and Goals This Project Plan establishes the scope, strategic-level guidelines and approaches for managing the Department of Veterans Affairs (VA) Core Financial and Logistics System (coreFLS) Conference Room Pilot (CRP). It also provides detailed information for data requirements, physical lab requirements, roles and responsibilities, organization structure and what administrative procedures and business scenarios are established.ObjectiveKPMG’s objective for CRP planning and design is to help VA establish the project management procedures, technical infrastructure and initial Enterprise Resource Planning (ERP) functional documentation for the successful execution of the coreFLS Conference Room Pilot.CRP GoalsValidate each functional area can be supported by the COTS/bolt-on modules.Identify major gaps to be addressed during the implementation phase.Obtain buy-in from process owners and gain senior management support.
2ScopeThe scope of the CRP will include the following functional areas:General LedgerBudgetingPayment ManagementCost AccountingGrantsReceivables/Debt ManagementPurchasingInventoryAsset Management *A test environment will be provided for the following, without interfaces between the legacy systems and coreFLS:TravelContract ManagementThe following items are not in scope:Interface development for Travel, Contract Management or any other legacy systems.Hospital invoicing.Retail sales (e.g., Canteen).* Based on vendor selection, the level of participation could be impacted.
3Business ScenariosFunctional area business scenarios are templates of business processes for a particular area of an organization. They represent a chain of business transactions that share a common dependency on time or an event, such as a month-end closing or the receipt of a purchase order. Functional area business scenarios were created to provide context for CRP test scripts using the following approach:Draft functional area business scenarios were created using existing business process information and the functional requirements developed during the VA BPR sessions.Process owners reviewed their respective draft scenarios and provided feedback.All feedback was incorporated and final functional area business scenarios for the CRP were submitted for approval. The coreFLS CRP functional area business scenarios are detailed in Appendix A.Working with VA, KPMG developed a Test Script Template that will be used during the CRP. The coreFLS CRP Test Script Template is provided in Appendix B.Following process owner approval of the final functional area business scenarios, integrated business scenarios and test scripts will be developed to test compliance with the coreFLS functional requirements.
4Data Requirements Assumptions The data requirements outline critical business information required for setting up and executing the CRP. This data is a prerequisite to the COTS Adaptation team’s development of integrated test scripts, and is required to complete all scripts.The CRP team must acquire the following information in order to properly develop the CRP:Proposed Accounting Code Structure (ACS).Sample master data (e.g., materials, vendors, customers).AssumptionsThe following are the assumptions related to the basic data requirements:The data elements contained within this document do not comprise a comprehensive list and will be expanded upon throughout the CRP effort.Additional basic data and elements may be required as the CRP Project progresses.VA is responsible for providing and validating this data.
5Data Requirements Basic Data Requirements Approach Identify basic data requirements.Identify initial data source(s).VA confirms data source(s).VA provides data extracts, preferably in electronic format.Account Code Structure ApproachEstablish an intra-departmental workgroup (e.g., VHA, VBA, NCA).Collect ACS from VA systems (e.g., FMS, IFCAP).Develop “straw-man.”Distribute to process owners for approval.
6Data RequirementsBasic Data Overview The following basic data is required to execute the CRP:List of VA-wide organizational structures (e.g., Veterans Integrated Service Networks, regional offices);List of physical locations (e.g., hospitals);Organizational levels (e.g., hospital, supply storage area) at which inventory is stored and/or tracked;List of financial transactions and associated General Ledger (G/L) accounts;Chart of Accounts (see detail below);Material master (see detail on following pages);Vendor master (see detail on following pages);Source list (see detail on following pages);Customer master (see detail on following pages).
7Data RequirementsChart of Accounts Sample Data Elements
8Data RequirementsMaterial Master Sample Data Elements
9Data RequirementsVendor Master Sample Data Elements
10Data Requirements Customer Master Sample Data Elements Source List Sample Data Elements
11Physical Lab Requirements The following are the physical workspace, hardware, software and technical infrastructure elements required to successfully complete the CRP.Workspace RequirementsTwo thousand square feet of physical workspace, divided into two major work areas located at KPMG’s offices: Room CIS2 at the Broadband Solutions Center (BSC) and Advanced Development Center 4 (ADC4) at the Tysons Tower.Thirty-six work spaces with access to the following:LAN connection;Phones and voice mail (approximately two team members per phone);Internet connection;Filing cabinets;White boards.Additional workspace available outside the core team work areas in the Tysons Tower.Office supplies including paper, pens, white board markers and erasers, folders, staplers, paper clips, notepads and binders.Access to four small conference rooms 12’ X 12’ (Tysons Tower). Access to two large conference rooms 20’ X 20’ (one each at BSC and Tysons Tower).Video conference capabilities (Tysons Tower).Access to high speed photocopiers (Tysons Tower).Three analog lines per work area (CIS2 and ADC4).
12Physical Lab Requirements Hardware RequirementsTwo ERP Application/Database servers with 2 gigabytes (GB) RAM, 50 GB Hard Disk.Two network switches for KPMG wide area network to BSC connection.Non-dedicated T1 line.One Print/File Server with dual 550MHz, 384 megabyte (MB) RAM, 9 GB Hard Disk.One Web Server with dual 550MHz, 1.2 GB RAM, 18 GB Hard Disk.PIX Firewall for T1.Fully configured desktops/laptops for each VA employee including LAN capabilities. Minimum configuration must include 266MHz processor, 128 MB RAM, 4 GB Hard Disk, Windows 95, MS Office 97, Internet Explorer 4, anti-virus software, Tbase10/100 Ethernet LAN card.Two high-speed laser jet printers.One fax machine.One overhead projector (1024 X 768 resolution).
13Physical Lab Requirements CRP Technical Architecture AssumptionsThe estimated number of concurrent users is 50.This architecture is designed to support the CRP and therefore may not resemble the final system design.The CRP architecture may vary based on the COTS application selected.Lead times for equipment setup are as follows:Networking equipment: between two and three weeks;Analog line installation at ADC site: between three and four weeks;T1 line installation: between 45 and 90 days.VA will provide:Fully configured desktops/laptops for each VA employee;Two laser jet printers;One fax machine;One overhead projector (1024 X 768 resolution).
14Physical Lab Requirements CRP Enterprise Resource Planning Software AssumptionsVA will provide:ERP software application licenses;ERP database licenses;ERP package tools (configuration management tools, migration tools, etc.);Bolt-on software packages as required;Maintenance contract support for all licenses;Anti-virus software for servers.Software Vendor support:Engineer implementation support;Development support;Help desk support.VA will provide technical support for VA-specific configurations (laptops, PCs, etc.).
16Physical Lab Requirements CRP Architecture Backup StrategyTo ensure data recovery in the event of a system or database crash, or other situations that require the operating system or the database to be restored, the following backup strategy is recommended:Daily on-line database backups to be performed during a period of low system activity.Weekly off-line database backups to be performed while the application is shut down.Weekly system-level backups, excluding the database.Daily system-level backups of the PC Print/File Server .
17Physical Lab Requirements CRP Environment SetupAs directed by the coreFLS Project Director, the physical lab environment will be staggered in setting up the hardware and non-dedicated T1 with firewall.
18CRP Project Organization Structure Working together with VA, KPMG developed a CRP Project Organization Structure and the accompanying roles, responsibilities and functional and technical resource requirements for the successful completion of the CRP. The organization is divided into five functional teams, each working with a specific coreFLS functional module. The teams are Integration Management, Information Technology, Finance, Logistics and Facility Management.Each functional team is managed by a functional team lead. A CRP team lead (the COTS Adaptation Lead) manages the functional team leads and the overall CRP organization.The primary roles within the Project Organization Structure are:COTS Adaptation workstream lead;COTS Adaptation workstream scheduler;Functional team leads;Process owner representatives;Functional application consultants;Functional testers.The initial outline and resource requirements for the CRP Project Organization are presented in the following pages.
19CRP Project Organization Structure Resource RequirementsSuccess is contingent upon adequate staffing of the CRP with the appropriate resources. A minimum of 19 VA personnel resources will be required, in addition to the KPMG team. Essential requirements for these resources are:Empowered leadership;Dedicated full-time resources;Functional expertise across all business units;The ability to quickly resolve functional or process issues.AssumptionsCRP resource requirements may vary based on the ERP vendor selection.A delay in the selection of the ERP vendor will negatively impact the Resource Plan.Timely acquisition of VA resources to support the CRP effort.A working partnership between VA, KPMG and the selected software vendor.
20CRP Project Organization Structure COTS Adaptation Lead
21CRP Project Organization Structure CRP Integration TeamOverview of functional responsibilities:Development of integrated business scenarios;Development of test scripts;Planning and execution of CRP activities.
22CRP Project Organization Structure CRP IT TeamOverview of functional responsibilities:Support hardware operations for the CRP;Develop and execute backup procedures;Configure system based upon workflow requirements;Ensure sufficient program controls and adequate distribution of workload;Support resolution of issues developed during the Fit-Gap Analysis.
23CRP Project Organization Structure CRP Finance TeamOverview of functional responsibilities:Configuration of financial management COTS system;Participate in script development and execution;Support resolution of issues developed during the Fit-Gap Analysis.
24CRP Project Organization Structure CRP Logistics TeamOverview of functional responsibilities:Participate in the development of test scripts;Configure contract management module of COTS system;Configure purchasing module of COTS system;Configure inventory management module of COTS system;Support resolution of issues developed during the Fit-Gap Analysis.
25CRP Project Organization Structure CRP Facility Management TeamOverview of functional responsibilities:Configure project management module of COTS system;Configure maintenance module of COTS system;Participate in the development of test scripts;Support resolution of issues developed during the Fit-Gap Analysis.
26CRP Project Organization Structure Phasing of CRP Team MembersThe success of the CRP is dependent upon sufficient and knowledgeable staff.Given the projected workload of the CRP, a phased staffing approach can be employed but may increase project risk. The staging of this workforce is as follows:COTS Adaptation LeadProcess Owner RepresentativesIntegrationFinanceLogisticsFacilities ManagementFunctional Testers
27Roles and Responsibilities The CRP team has been assigned a Government lead (the COTS Adaptation Workstream Lead) and a contractor lead. The CRP will be staffed with both Government and contractor personnel depending on the specific functional requirements. The roles and responsibilities of each CRP team member are identified as follows:
31AdministrationThe CRP Project Control Procedures document provides basic standards and processes for consistent management and tracking of the CRP Project. The document outlines project management procedures required for a successful CRP, including:Status reporting;Issue management;Scope change management;Schedule management;Document configuration management;Network server access and management;System enhancements.Each team member should be given a copy of the procedures prior to starting on the Project.The complete CRP Project Control Procedures document is provided in Appendix C.
32Change ManagementA change management lead will document potential process changes that may be identified during the CRP. The change lead will:Work with VA personnel and the CRP team to identify and document the system’s potential impact to roles and responsibilities.Identify the scope of the organizational change to be managed during coreFLS build and deployment.Participate in planning change management activities for the next phase of the coreFLS Project.Communicate all change management issues and activities to the VA organization and the coreFLS team.The change management lead will document all projected changes in a matrix listing potential issues for each key area and their respective risk rating and impact. The matrix will be used to create a comprehensive strategy for addressing and managing change, and gaining buy-in from all involved users and stakeholders during build and deployment. This strategy will be created in accordance with the coreFLS Organizational Change Management Plan (an Appendix to the coreFLS Project Management Plan) and may entail staging team building activities, conducting workshops and ensuring VA personnel are actively involved in system design and implementation.
33Change ManagementExample Process Change and Issues MatrixSample
34CommunicationsIn accordance with the coreFLS Project Communications Plan provided in the index of the coreFLS Project Management Plan, the primary method of communication throughout the CRP will be in the form of status meetings and reporting. Complete meeting and reporting procedures are outlined in the CRP Project Control Procedures provided in Appendix C.MeetingsEach functional team lead is responsible for holding a weekly status meeting with the team. The meetings will follow a standard agenda and cover progress against plan and schedule, scope changes and new and open issues. The team lead will designate one team member to document all meeting results in formal meeting minutes.ReportingFunctional team leads will use the weekly status meeting minutes to compile a weekly functional team status report that will be forwarded to the COTS Adaptation workstream lead for incorporation into weekly COTS Adaptation Stoplight Charts and Biweekly Status Reports.
35TrainingThe KPMG CRP team will exercise on-the-job end-user training for all VA team members. VA personnel participating in the pilot will be paired with a KPMG subject matter expert in their functional area for the duration of the CRP. The subject matter experts will guide VA personnel through the pilot and testing activities.VA team members will be active participants in the entire CRP process. Team members will write and execute test scripts and perform actual system testing and evaluation. Members will also be involved in all aspects of documentation, reporting and issue management and resolution. This intense involvement will provide an on-the-job classroom that trains VA personnel to properly execute system transactions. Following involvement in the CRP, VA team members should have a solid understanding of coreFLS, particularly related to their individual functional area, and be able to execute transactions within their functional area.
36Critical Success Factors The success of the CRP is dependent on several crucial events. Failure to achieve any of the following key factors can result in schedule slips, scope changes, and altered resource requirements.The CRP critical success factors are:Timely acquisition of resident VA functional knowledge experts;Timely vendor selection;Supporting infrastructure (VA-provided laptops, printers, fax machine and overhead projector);Acquiring Sample/Master data from VA.