1. Fleming College Quality and Risk Management Review Summary February 2, 2006

2. 1 Fleming College – Quality and Risk Management Review - Summary©2006 Deloitte & Touche LLP and all affiliated entities. Execution QRM Executive Summary The four streams – Financials, Student Administration, HR/Payroll and Technical - are completing most deliverables in accordance with the work plan. The morale of the teams, despite the intense, hectic workload continues to be good. The progress on the project has been slowed somewhat because of a Chart of Accounts redesign requirement. The impact from this redesign has impacted each of the streams, placing the Financials stream and the HR/Payroll streams behind the schedule outlined in the project plan. An action plan is in progress to address this. The primary risk now that deserves the attention of the ELT and Project Management is change management. Further specific actions in the Change Management program should be should be executed on to support potentially significant changes to organization, process and roles in several areas, including Student Administration and Procurement. The project is now approaching a critical time when it is important that scope and schedule changes are “locked down” to ensure the Project Teams have a clear line of sight to complete everything required for a successful go-live. The demands for the technical resources assigned to this project will likely reach a bottleneck in the upcoming weeks as each of the functional teams will require support in the areas of conversion, trouble-shooting and development.

3. 2 Fleming College – Quality and Risk Management Review - Summary©2006 Deloitte & Touche LLP and all affiliated entities. Execution QA Executive Summary  Categories Project Scope  Assessment Contract Management Project Positioning For Success Project Team Project Planning and Control Project Status Summary Deliverable Acceptance  Observations Scope documented and understood. There are scope change requests outstanding.  Recommendations It is time to “lock down” the project scope to ensure there is an achievable go-live target for the project teams to hit. G B Y R W Milestone will be missed Milestone may be missed Not yet started No major issues Completed Y A Contract has been signed which relates to the scope as defined in the Project Charter. No recommendations. There are some items in the plan not yet detailed enough to plan resources and timeline impact. The final details for all of the scope additions should be added to the project plan as soon as possible. The Project Teams are in place and fully resourced. A Finance team member was replaced in early Jan. The Technology team continues to be fragmented and this situation should be closely monitored to ensure there is no impact on the project. Good morale. Cross communication between the various teams is a working much better. The PM’s should monitor specific cases where team members are being pulled back to old jobs to make sure this does not impact potential project success. The rework required in the Chart of Accounts has placed some of the project teams behind schedule The Project Managers should work with the teams that are behind schedule to help them get back on plan prior to the break for year-end. The project is are completing most deliverables in accordance with the work plan. The morale, despite the workload continues to be good No recommendations. G Y Y G G G Change Leadership There are several areas that will be impacted with organizational and process changes. Further specific actions should be executed on and supported by the ELT and the Project Leadership to ensure the organization is ready at go-live. Y