Project Plan

The attached Project Plan has been reviewed and is approved for execution by the undersigned.
Administrative Information
AIS
Project Title: System
Project Working Title:
Implementation
Project

S/0/F
Signature

7/26/06
Date

Jo Jo Martin
Project Sponsor

CIO or designee approval of AIS Implementation Project Plan:

Signature

Date

Name

Project Plan
A. General Information
Provide basic information about the project including: Project Title The proper name used to identify this project;
Project Working Title The working name or acronym that will be used for the project; Proponent Secretary The
Secretary to whom the proponent agency is assigned or the Secretary that is sponsoring an enterprise project;
Proponent Agency The agency that will be responsible for the management of the project; Prepared by The
person(s) preparing this document; Date/Control Number The date the plan is finalized and the change or
configuration item control number assigned.
Project Title:

Administrative Information System

Implementation Project

Proponent
Secretary:

Education

Prepared by:

Project Working
Title:
Proponent Agency:

Bob Swab

Date / Control
Number:

AIS
Implementation
Project
Virginia
Community
College System
June
2006

B. Points of Contact
List the principal individuals who may be contacted for information regarding the project.

Position
Project Sponsor

Program Manager
Project Manager

Title/Name/Organization

Phone

Karen Petersen,
(804) 819 -4910
Executive Vice Chancellor
Jo Jo Martin, Director of
(804) 819-4680
Project Management and
Administrative Services,
ITS
Bob Swab, Project Manager, (336) 416-7922
BearingPoint

E-mail

kpetersen@vccs.edu
jmartin@vccs.edu

robert.swab@bearingpo
int.com

C. Contractor Information
Identify each company contracted to work on this project and list the names, telephone numbers, and email
addresses for the representatives of each company.

Company Name: BearingPoint

Position

Name

Phone

E-mail

Tami Perriello,
(703) 623-9380 tami.perriello@bearingpoint.com
Managing
Managing
Director,
Director
BearingPoint
(336) 416-7922 robert.swab@bearingpoint.com
Project Manager Bob Swab, Project
Manager, BearingPoint
D. Project Plan Summary
1. Business Problem
Insert the Business Problem as stated in the Project Charter (Section C).

The current financial management system utilized by the Virginia Community College System (VCCS)
employs obsolete technology, which limits the expansion of functionality necessary to remain competitive
in the higher education market and to meet VCCS educational and public service missions. VCCS uses a
fixed asset inventory system, which is not integrated with the financial management system. The fixed
asset system requires extensive manual processing, reconciliation activities, and additional reporting. To
address these problems, VCCS plans to implement commercial software for financial management. The
proposed system will provide self-service access and business process support to students, faculty, and
staff and improve workflow for major financial functions performed throughout the VCCS colleges and
Central Office. Enhanced interoperability with other VCCS internal and external application systems will
provide additional benefits from information sharing, elimination of redundant data entry, and business
process improvement.
The capabilities of the PeopleSoft financial module will support reengineering efforts and business
process improvements. The reduction in manual reconciliations and processing will result in a significant
cost savings for the 23 colleges represented in this project.
Five critical business processes were researched and benchmarked during the requirements definition and
are listed below.
Finance, Accounts Payable, Online Query/Reporting
1. Weekly manually keying data into Excel Spreadsheets from the FRS system
General Ledger Interface
2. Daily transferring the data from the ATV report (SIS to accounting system)
3. Daily reconciling the ATV transactions from the SIS/FRS GL interface
Asset Management
4. Account payable to fixed asset coordination
Travel and Expenses
5. Completing, copying and getting signatures on your travel and expense vouchers
In addition to these, 28 other business processes will be re-engineered to improve administrative
efficiency and effectiveness.

2. Assumptions
List the Assumptions made about the project in the Project Charter (Section D). List and identify any changes to the
original assumptions or additional assumptions made during project planning.

The following list represents the teams goals and objectives in implementing PeopleSoft
Finance Module at VCCS:

Facilitate communication
Establish and improve analytics
Increase the efficiency of business operations
Promote data-driven decision-making
Targeted automation/integration
Improve Change Management capabilities of the organization
Facilitate access to business data and reporting
Enhance access to the business systems

3. Project Description
Provide the Project Description stated in the Project Charter (Section E). If there are changes to the
Description because of Project Planning, clearly identify the changes or additions made to the Project
Description.

The Virginia Community College System (VCCS) is contracting implementation services to

replace mainframe-based financial and asset management systems with PeopleSoft Financials
(Version 8.9). In addition to the replacement of legacy software, the implementation of an
Administrative Information System (AIS) for finance will include re-engineering of business
processes (both automated and manual) and development and implementation of interfaces to
VCCS and Commonwealth of Virginia systems with the objective of improving service delivery
to our customersthe VCCS students, faculty and staff.
The Statement of Work (SOW) defines the scope of the Implementation Services to be
performed, and the Deliverables to be produced by Vendor in Phases I and II of the AIS Project.
Implementation Services include software implementation of specified PeopleSoft modules and
sub modules and redesign and documentation of selected VCCS business processes. The scope
of work incorporates by reference the findings of the six-week assessment jointly conducted by
VCCS and Vendor during the Requirements Phase of the Project, as documented in the reports,
VCCS ERP Requirements Validation Results for Finance, Portal, and Technical.
The scope of work and requirements set forth in this SOW are based on the information
developed by the VCCS during the Requirements Phase, as further qualified and supplemented
by Vendor's higher education experience and knowledge. Vendor will direct the implementation
of the PeopleSoft Finance module and shall provide the Services and the Deliverables described
in this SOW in accordance with the detailed VITA Project Management Standard pertaining to
Project documentation for a high complexity project, Appendix A IT Project Documentation
Summary Table (sections Project Planning and Project Execution and Control).

4. Project Scope
Preliminary Scope and Consultant Staffing by Phase
Phase
Phase I
Go Live Date
7/1/07
General Ledger

Modules
Accounts Payable (Payments)

Purchasing (Vendor, PO)

Portal for AIS only
Finance Portal Pak
Additional
Features &
Functions

CARS interface/reconciliation
CIPPS interface
Budget Load
SIS interface
Local check production
Reporting
History conversions (balances
forward plus one year of details
where possible)

Phase II
12/1/07
Asset Management
Travel & Expense

Workflow JE approvals (one level)

Reporting
History conversions
Portal integration extended
Workflow T&E approval (one level)

Provide the Project Scope found in the Project Charter (Section E) and identify any additions or changes
resulting from detailed Project Planning

Preliminary Scope and Supported Business Processes by Phase

General Ledger
Business Processes Supported Phase I
Chart of Accounts
Initial design
Population of values
Maintenance processes
Mapping between CARS/CIPPS and AIS
Actuals Ledgers
Journal Entry (initial, correcting, reversing, allocation, templates)
Record expense (accounts payable interface)
Record revenue (cash receipts journals and interface from SIS financials)
Asset, liability and fund balances and journal entry adjustments
Fiscal year closing
Interface to CARS including automated reconciliation and reports
Interface from CIPPS for wage and salary costs and employer fringe benefit cost
Actuals detail transactions
History conversion (one year of detailed transactions where possible and balances forward)
Budget
Budget load
Budget execution and management
Budget adjustment through journal entry
Commitment Control encumbrances via journal, encumbrances via purchase order,
liquidation of encumbrances through journal entry or payment
Reporting
Replacement of necessary existing financial reports in production
Query strategy for deployment, training
nVision tree development and management, strategy for deployment, training
Security
Initial setup
Maintenance process
Integration
Portal/finance portal pack
Business Processes Supported Phase II
Journal Entries
6

Automate approval of journal entries through on-line workflow

Accounts Payable
Business Processes Supported Phase I
Payment Processing
Generate payments
Record expenses process (no central check production)
Liquidate encumbrances through payment
General ledger interface
Integration with purchasing (vendor)
Interface to/from CARS for payment information
Produce local checks
Support two way matching for payment approval
Reporting
Replacement of necessary existing accounts payable reports in production
Security
Initial setup
Maintenance process
Integration
Portal/finance portal pack
Business Processes Supported Phase II
Interface with Asset Management (asset values)
Interface with Travel & Expense (payment)
Purchasing
Business Processes Supported Phase I
Purchasing Processes
Create and maintain vendors files for System-wide and College use
Generate purchase orders (create encumbrances, support payment two-way match)
Track monitored purchases (e.g., haz-mats for labs)
Reporting

Replacement of necessary existing purchasing reports in production

Security
Initial setup
Maintenance process
Integration
Portal/finance portal pack

5. Performance Plan Summary

Provide a summary of the Measures of Success from the Performance Plan at Appendix A. In the table below,
list the Project Objectives, Performance Goal for each objective, and briefly describe the Methodology for how the
Performance Goal is measured.

5.1 Financial
Performance
Standard

Performance
Measurement

Project Budget monitored in a

Project Budget Financial
Tracking (Spreadsheet)

Project budget will be updated monthly and variances greater

than 10% of monthly projection will be elevated the project
management team.

5.2 Non-Financial Key work products and deliverables were pulled directly from the
Implementation Service SOW for BearingPoint.
Work Product/Deliverable
Descriptions

Performance
Measurement

Plan
Detailed Project Plan, WBS
and Schedule (D1,D23, D24,
D25)

The Detailed Project Plan including components plans will

have the appropriate approvals and sign-off and the
deliverables will be submitted to VITA by 7/28/06.

Business Process
Deliver Business Process
Inventory (D3)

The successful validation (100%) and sign-off of the Business

Process Inventory no later than 10/06/06.

Infrastructure/Product
Installation
Finalize Infrastructure Plans

The Infrastructure Plans are finalized and accepted no later than

10/10/06.

Design and Development

PeopleSoft Configuration
(D15)

Preliminary PS configuration to VCCS by 11/29/06. Production

version of PS configuration available by 6/27/06.

Data Conversion
Data Conversion Final
Validation (D19)

The final validation of the Data Conversion by Project Manager

and Program Manager on or before 7/04/07.

Project Management
Services
Project Status Reports and
Meetings

BearingPoint will prepare bi-weekly project status reports for

presentation at bi-weekly status meetings of the Project
Management Team.

Testing
Prepare Multi-Unit Test
Summary Report

The Multi-Unit Test Summary Report is prepared and accepted

as complete by VCCS no later than 3/28/07.

Prepare System Test Summary The Systems Test Summary Report is prepared and accepted as
complete by VCCS no later than 4/30/07.
Report
Prepare Performance Test
Summary Report

The Performance Test Summary Report is prepared and

accepted as complete by VCCS no later than 5/30/07.

Acceptance Test Results

(WP29)

Acceptance test results compiled and presented to VCCS for

acceptance by 6/28/07.

Training
Training Plan and Schedule
(D30)

Deliver the final training plan and schedule to VCCS by

4/26/07.

Deploy End User Training

(D32)

Successful completion of the end user training by 6/28/07.

PeopleSoft Security
PeopleSoft Security,
Permission List, and Role
Configuration (WP36)

Build out of security configuration by 02/23/07.

Post-Implementation
Production Support

Post Implementation Support

(WP38)

Complete the application and implementation review and

document lessons learned no later than 8/6/07 and provide
findings in a post implementation review report to the Program
Manager by 9/6/07.

IV&V
IV & V Strategy and Timeline
developed for AIS project.

IV & V sessions and reports generated as outlined in the

strategy and timeline.

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6. Critical Milestone Summary

Summarize the Project Schedule by listing the Milestones or Events on the critical path of the Project Schedule
(Appendix D). The critical path is: a series of activities, which determine the earliest completion time of the
project. For each event, provide the Projected Date of completion and a brief description of the Significance of the
Milestone or Event listed.
No.

Phase / Activity

Date

Phase I General Ledger, Accounts Payable

1

Plan & Design (Strategy

6/15/2006 - 10/2/2006

Build & Unit Test

10/2/2006 3/28/2007

System & Integration Test

4/2/2007 5/30/2007

User Acceptance Testing & Training

5/30/2007 6/28/2007

Post Implementation Support

7/2/2007 8/29/2007

Close Project Phase

9/3/2007

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7. Budget Planning Summary

Provide a summary in table form of the expenditures and source of funding for the project during the life of the
project. Identify and explain deviations from the approved funding outlined in the Project Charter. This budget
does not include expenditures and funding for the life of the asset produced. Lifecycle costs for the asset are
addressed in project initiation. The complete Budget Plan is attached at Appendix E.

Estimated Expenditures ($000)

FY 2006
Internal Staff
Labor
Internal Staff
(New Hire)
Services
Software Tools
Hardware

38,509

152,429

FY 2007

FY 2008

FY 2009

Total

407,003

191,965

637,477

527,850

307,913

835,763

3,765,365

2,135,176

6,052,971

75,000

75,000

250,000

250,000

250,000

750,000

Oracle Services

18,000

25,000

20,000

63,000

Travel and Misc.

Software
Maintenance
(Portal)
Software
Maintenance

5,000

10,000

8,000

23,000

16,500

9,625

26,125

156,000

91,000

247,000

Training
PM Support &
IV&V

Cost included in
Services
18,000

117,000

67,500

202,500
$730,337 has been
included in
Consulting
Services and
Oracle Services
for contingency
based on identified
risks.

Contingency
(Risk)
Total

Comments

556,938

This estimate is accurate to:

Explanation:

5,274,719

50% [ ]

8,912,835

3,081,179

60% [ ]

12

70% [ ]

80% [ ]

90% [ X ]

8. Procurement Plan Summary

Summarize the Procurement Plan for the project found in Appendix F. Include information about major
procurements, procurement strategies, and projected dates for critical procurement activities.

Procurement plan is a two-page document. Refer to Appendix F for details.

9. Risk Planning Summary

Summarize the Risk Management Strategy for the project.

There are six primary activities in the Risk Management process, all of which will be:

Risk Identification Continuous efforts to capture, acknowledge, and document risks as they
are found.

Risk Analysis An evaluation of each identified risk to estimate the probability of occurrence,
severity of impact, timeframe of expected occurrence, triggers for mitigation actions,
classification of related risks, and priority ranking.

Risk Planning Establishes actions, plans, and approaches for addressing risks and assigns
responsibilities and schedules for completion. Metrics for determining the risk status are also
defined during this step.

Risk Tracking Document risk status and monitor progress against the mitigation plan.

Risk Control Implement tasks to mitigate or eliminate project risk.

Risk Communication A consistent effort to document the risk status in the risk assessment
log throughout all steps in the project and to communicate that risk status to all appropriate
parties.

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10. Top Risk(s)

Provide a list of the top risks to the projects success, including the probability of their occurrence,
level of impact anticipated, and a brief description of the Mitigation Strategy for each.
#

Description

Probability
%

Impact
1= low
3 = high

Mitigation Strategy

Aggressive project timeline

100%

Provide regular status reports to

communicate any risks to timeline.
Closely monitor all project
milestones. Adjust resources to meet
timeline or implement a change
control to modify timeline.

Resistance to organizational
change

60%

Develop an organizational change

management strategy. Identify project
champions to assist Colleges with
change management. Redefine job
descriptions and communicate all
modifications to those affected.

Lack of acceptance of
reengineered business
processes

50%

Develop a clear communication and

organizational change strategy.
Identify and involve stakeholders
from all of the Colleges.

Training and roll out

challenges presented by
statewide geographic location
of 40 campuses
Timely acquisition and
installation of non-production
and production environments

25%

Develop a comprehensive training

and testing strategy.

100%

Work with VCCS infrastructure team

to procure and install all hardware and
software.

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PROJECT PLAN APPENDICES

The attached appendices represent the detailed project subplans supporting the project plan for the AIS project
and are required as part of the Commonwealth PM Standard.

Appendix A - Performance Management Plan

Appendix B - Project Schedule & Work Breakdown Structure
Appendix C - Resource Management Plan
Appendix D - Budget Plan
Appendix E - Procurement Management Plan
Appendix F - Risk Management Plan
Appendix G - Communication and Organizational Change Management Plan
Appendix H - Configuration Management Plan
Appendix I - Change Control Plan
Appendix J - Quality Management Plan

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