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DFM Oracle 11i Upgrade Project Plan

Prepared for: Department of Family Medicine (DFM) Prepared by DoIT Project Team: Carol Koehler - Consultant Carrie Roesch - DBA John Schmitz - Project Manager Date: April 21, 2006

Project Objective:
Upgrade DFMs Oracle General Ledger system and underlying technical environment to improved and better supported versions. See the project charter and the related analysis document for more information: . Project Charter - ..\Project Initiation\DFM Oracle 11i Upgrade Charter.doc. . Project Charter Q&A - ..\Project Initiation\DFM Oracle Upgrade Questions.doc The documents are also available at https://mywebspace.wisc.edu/groups/DFM

Project Plan Approval Signatures


Project Name: DFM Oracle 11i Upgrade Project Manager _______________________________________ __________________ (Signature) (Date) John Schmitz DoIT Project Manager Division of Information Technology Applications Development and Integration DoIT Project Sponsor _______________________________________ __________________ (Signature) (Date) Elizabeth Conklin DoIT Internal Applications Manager Division of Information Technology Applications Development and Integration

DFM Project Sponsor _______________________________________ (Signature) Stephen Hall Assistant Director, CFO Department of Family Medicine __________________ (Date)

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Document Change Control


The following is the document control for revisions to this document.
Version Number V1.0 Date of Issue April 21, 2006 Primary Author John Schmitz Description of Change Initial Release

Definitions
The following are definitions of terms, abbreviations and acronyms used in this document.
Term ADI CFO DBA DFM DoIT PSST Definition Application Desktop Integrator Chief Financial Officer Data Base Administrator Department of Family Medicine Division of Information Technology Project Startup and Status Tool

1. Project Plan Overview and Critical Assumptions


The purpose of the Project Plan is to present the detail required to successfully execute and control the upgrade project, facilitate communication among project stakeholders, and document approved cost/schedule estimates. The project plan is a living document and is expected to change over time as more information about the project becomes available. The project plan was developed based upon certain key goals, assumptions, constraints, and requirements as noted in the Project Charter and supporting Upgrade Analysis Q & A document. Any changes to the above could impact the projects scope, schedule, and projected costs.

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2. Project Work Plans


2.1 Staffing Plan The purpose of the staffing plan is to make certain the project has sufficient staff with the right skills and experience to ensure a successful project completion. Role Requirements The following is a detailed breakdown of the roles required to execute the project. It includes: the project role, the project responsibility of the role, skills required, number of staff required to fulfill the role, the estimated start date and the expected duration the staff resource will be needed on the project.
Skills Required Role Project Responsibility Number Estimated of Staff Start Date Required at peak mth/level Duration Required FY06-07

Project Team Project Manager Data Base Administrator Lead team, manage Project project, and report Management status. Prepare technical environments, install software, patch, trouble shoot. Analyze existing system. Facilitate new system design, setup, interfaces, & data conversion. Assume responsibility for system design, setup, testing, and operational functional decisions. Build/test/implemen t the needed ad hoc and long-term customizations and interfaces. Oracle Applications Project DBA and supporting DoIT systems. Oracle Applications General Ledger and general consulting expertise DFM financial requirements and accounting processes. .3 12/1/05 9 months

.5

2/1/06

6 months

Oracle Applications Consultant

.8

2/1/06

6 months

Financial System Project Lead

.5

4/1/06

4 months

Oracle Developer/ DFM Tech Consulting

Oracle development skills. DoIT and DFM technical environments. Oracle Apps GL data model.

.7

4/1/06

4 months

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Staff Assigned to Roles The following is a detailed breakdown of the actual staff assigned to the project role, the amount of Full Time Equivalent (FTE) requested for the role, the actual FTE acquired, the labor rate and unit of the labor rate for the resource and the source from which the resource is recruited.
Role Name Requested FTE at peak level Ave Rate Rate Unit Source

Project Team Project Manager Data Base Administrator Oracle Applications Consultant Oracle Applications Consultant Financial System Project Lead Oracle Developer Oracle Developer DFM Technical Consultant John Schmitz Carrie Roesch Carol Koehler .3 .5 .4 $62.50 hour DoIT Applications Development and Integration $79 hour DoIT- Data Management Resource Technology $62.50 hour DoIT Applications Development and Integration $62.50 hour DoIT Applications Development and Integration NA NA DFM Business Services

John Schmitz

.4

Lisa Novinska

.5

Alice Erickson John Schmitz Alice Erickson

.3 .2 .2

NA

NA DFM Info Systems

$62.50 hour DoIT Applications Development and Integration NA NA DFM Info Systems

Training Needs The following are project related training recommendations.


Role/Staff Resource Training Need Desired Timeframe Anticipated Cost Suggested Vendor/Method

Oracle Applications Consultant (Carol) Financial System Project Lead

Oracle ADI tool Oracle ADI tool

By 5/1/06 Fall 2006

$1500 $1500

Oracle Education Oracle Education

2.2 Project Timeline


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This section consists of a chart which graphically represents the project phases, relationships, and projected timeline. See the attached diagram - Upgrade Project Timeline. The document will be available at https://mywebspace.wisc.edu/groups/DFM.

2.3 Detail Project Plan


The attached detailed project plan is a breakdown of the tasks identified to complete the Oracle upgrade with assigned resources, estimated hours, and status information for each task. This is a working document and the primary tool for the project team in executing and managing the system implementation. See the attached spreadsheet Project Plan Tasks. The document will also be available at https://mywebspace.wisc.edu/groups/DFM.

2.4 Project Milestones


Following are the projects targeted milestone dates:
Planned High-Level Milestones

. Project Charter Concurrence..02/24/2006 . Project Plan Concurrence...04/14/2006 . Oracle 11i test system available to begin setup.........04/17/2006 . Oracle 11i test system setup complete....05/12/2006 . System testing completed/joint sign-off ......06/09/2006 . Oracle 11i prod system setup complete .........06/16/2006 . Oracle 11i prod data conversion complete .....06/23/2006 . Parallel Testing complete.......07/21/2006* . Production system implementation...08/04/2006* . Existing system obsolescence...08/15/2006*

* The Parallel Testing completion date of 07/21/2006 reflects the earlier of two production parallel test alternative windows (accounting month of May or June). Doing a June month parallel would result in approximately a months delay. 2.4 Project Cost Estimates
The table below reflects the latest detail estimates for DoIT labor charges to complete the project. It does not include DFM costs nor the likely increased initial costs for ongoing support after system implementation.
Project Cost Estimates Item . Project Initiation . Project Planning . Analysis and Design . Training/Documentation . Install Software . System Setup . Upgrade Interfaces/Customizations . Data Conversions DFM Oracle Upgrade Project Plan Page 6 FY 05-06 $ 5,400 $ 7,000 $ 16,800 $ 2,300 $ 5,900 $ 7,600 $ 2,600 $ 4,600 FY 06-07 $0 $ 1,300 Total $ 5,400 $ 7,000 $ 16,800 $ 3,600 $ 5,900 $ 7,600 $ 2,600 $ 4,600

. System Testing . Production Implementation . Project Management Activities . Initial Production Consulting Support Total Estimated Costs

$ 5,500 $ 2,000 $ 0 $ 59,700

$ 2,600 $ 2,100 $ 1,500 As Requested $ 7,500

$ 8,100 $ 2,100 $ 3,500 $67,200

3. Project Control Plans


Project Control Plans provide the basis to control, monitor, and manage the progress of the project. They include the following areas of attention. 3.1 Project Communications Project objectives include giving all involved parties the information they need when its needed, as well as providing the appropriate vehicles to readily ask questions and resolve issues. That communication will be facilitated by: - Frequent individual project team member contacts - Periodic project team planning meetings - Biweekly status reports to project sponsors - Posting written status reports to PSST for DoIT Management - Use of a project team email list (ora-fin@fammed.wisc.edu) - Use of a project WiscCal calendar (DOIT DFM Oracle Upgrade) 3.2 Project and System Quality Management Plan The DFM Oracle Upgrade Project quality management plan consists of: - Reviewing the project charter objectives, requirements, and related statements against actual results. - Regularly tracking, reviewing, and reporting the activities listed in the project detail plan at project team meetings against actual tasks performed. The Oracle GL System quality management plan consists of a careful review of current systems set-ups, options, and features as well as thoroughly testing the new system. Testing is considered a shared technical and functional responsibility and will be carried out by both DoIT and DFM team members as appropriate. A detailed test plan will be developed by the project team and will guide this effort. We will need to both fully test the new systems functionality in test and then later confirm that its been correctly reconfigured/loaded in production. Ultimately, the decision to accept the system for production financial management will rest with the DFM project sponsor. The principal goals of our testing will be to:
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Verify that the system and its extensions have been correctly installed, configured, and are fully functional. Verify that all needed one-time setup, historical transactional data, budget data, and reporting components have been successfully loaded to the new 11i system. Confirm that DFM staff has the needed training, documentation, and support to manage the system.

Chart of Account setup, initial account balance entries, historical budget and journal entry conversion, and FSG creation are key system implementation tasks. Successful completion of these and related tasks will be confirmed by running monthly financial reports and comparing the results to the existing system. A second key quality check will be one months parallel operation and comparison of the existing 10.7 and newly created 11i system. The project team has agreed on an aggressive implementation schedule that, if achieved, will allow us to use Mays financial operations for the parallel test. If the new 11i production system isnt fully loaded and available by June 23rd for the May parallel, an accounting month of June parallel test is planned. See the linked Database Diagram for an illustration. 3.3 Change Control Changes to the projects original scope or planned deliverables may be deemed appropriate as the project progresses. However, such changes put project budget estimates and schedules at risk. Therefore, before any proposed change to the project is accepted, the project manager will document the requested change, its impact, and gain project sponsors approval. 3.4 Document Management Care will be taken to identify, maintain, safeguard, distribute, and manage project and system related documents, papers, or manuals that may have ongoing system value. Once needed campus NetIDs are obtained, a My WebSpace for both shared team and read-only project document access is envisioned to meet this need. Short-term, the project team members will manage these documents on a shared network directory space. 3.5 Issues Management Discussions on the appropriate method, given the nature of the project and size of the team, to record and manage project issues are underway. Use of DoITs internal Task Tracker tool is being explored as the leading candidate.

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3.6 Risk Management Several risks to the project and the successful implementation of the 11i Oracle GL application are identified and addressed below. Other risks exist but are considered less significant at this stage. Risk
1. Lost of Key Staff 2. Problems with the Software 3. System setup errors 4. Data conversion errors. 5. Implementation schedule delays

Likelihood
Low Moderate Moderate Low Moderate

Probably Impact If It Materialized


High Moderate High High Moderate

Planned Remedial Action


Cross-training of backups is underway. Have a solid channel to Oracle support in place for help as needed. Plan to carefully document and verify all manual operations. Carefully review of monthly FSG comparison reports. Fall back from a May parallel test to a June parallel

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