PROJECT CHARTER
University of Tennessee
Table of Contents
1 Introduction
1.1 Overview
1.2 Statement of Work Conflicts
1.3 Project Objectives
1.4 Benefits
1.5 Project Assumptions and Constraints
2 Scope
2.1 Functional Scope
2.2 Technical Scope
2.2.1 Local Area Network
2.2.2 Wide Area Network
2.2.3 Basis
2.2.4 On-line Software Support
2.2.5 Hardware
3 Project Organization & Roles
3.1 Executive Sponsor
3.2 Executive Committee
3.3 Steering Committee
3.4 University Project Director
3.5 SAP Project Manager
3.6 SAP Project Integration Manager
3.7 Project Office
3.8 Project Team Leads
3.8.1 Functional Team Leads
3.8.2 Technology Project Team
3.8.2.1 R/3 Administration
3.8.2.2 Database Administration
3.8.2.3 UNIX System Administration
3.8.2.4 NT System Administration
3.8.2.5 Network Administration
3.8.2.6 Desktop Support
3.8.2.7 ABAP Programming Support
3.8.3 Change Management Team
4 Project Plan
4.1 Methodology Overview
4.1.1 Proposed Implementation Strategy
4.1.2 Scope Management
4.1.3 Issue Management
4.1.4 Complexity Management
4.1.5 Risk Management
4.1.6 Project Planning and Monitoring (Review Meetings)
4.1.7 Quality Assurance
4.2 Implementation
4.2.1 Project Plan
4.2.2 Training Plan
4.2.3 Knowledge Transfer
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4.2.4 Change Management
5 Project Management Standards and Procedures
5.1 Project Monitoring 31
5.2 System Configuration
5.3 Communication Plan
5.4 System Landscape
5.5 System Authorization Standards
5.6 System Problems and Error Handling
5.7 System Enhancement and Modifications Approval
6 Sign Off - Charter Approval
1. Introduction
1.1 Overview
The University of Tennessee purchased the SAP R/3 software with the primary purpose of
replacing the University’s legacy financial, budgeting, procurement, and human resources
systems. Other functionality within the R/3 software may be implemented as the University
enhances its business processes.
The objective of this Charter is to set forth the foundation for the implementation of the software
by documenting the goals and objectives, scope, project organization and roles, and the project
plans necessary to achieve the University’s objective. Approval of this Charter provides
authorization for the SAP project to proceed to the Blueprint phase.
1.2 Statement of Work
The Statement of Work and SAP’s response to the University’s Software Implementation Request
for Proposals (RFP) form the basis for the Charter. If a dispute arises with regard to scope and/or
implementation the Statement of Work and SAP’s response to the RFP will be the sole reference.
All other areas such as the project schedule, project organization, resources, and implementation
approach will be developed independently of this Project Charter.
1.3 Project Goals and Objectives
The overall goal of this project is to enhance the University’s primary financial, purchasing,
budgeting, and human resources functions. The enhancements will be achieved primarily through
the implementation of the SAP R/3 software. Specific project goals and objectives include:
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Simplifying processes by:
Eliminating unnecessary paperwork, reviews, approvals, and duplication of efforts
Adopting best practices from SAP and other organizations
Implementing electronic routing and approval of documents
Providing more effective management information by:
Implementing a real-time processing environment
Providing departments with direct and easy access to financial, budgeting, procurement,
and human resources data
Enabling departments to produce their own financial, budgeting, procurement, and
human resources reports in a variety of formats (i.e. Business Warehouse)
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Delegating approval authority to the departmental level wherever possible
Providing employees with a variety of self-service capabilities (e.g. the ability to change
their own addresses and other personnel information)
Implementing interactive, on-line help (i.e. On Demand)
Implementing a help desk to assist departments
Providing additional business functionality
Establishing secure and reliable systems that are easy to use and maintain
Enabling secure Internet access to the University’s business systems
1.4 Benefits
The primary benefits resulting from this project are:
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Reduction in administrative overhead through the simplification of processes
Allowing staff to focus on analysis rather than transactional issues
Empowerment to end users
Better decisions due to better access of information
Construct a business system information infrastructure that will support the evolving
needs of the University into the next millennium (e.g. plant maintenance, e-commerce
initiatives including on-line stores, business to business, MySap.com).
1.5 Project Assumptions and Constraints
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The University will implement the most current Version of the SAP R/3 software available
at the time of installation, currently planned as 4.6B. It is assumed that the University will
not upgrade to a new R/3 Release or Version during the implementation. Additional
assistance or impact analysis of R/3 Release or Version upgrades will be evaluated as a
change order to the contract.
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An Executive Committee comprised of Emerson Fly, Executive Vice President, Dwayne
McCay, Vice President of Research and Information Technology, and Bob Salvucci,
President of Public Sector of SAP America or his representative will be formed to monitor
the project.
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SAP will work with the University to finalize approach, scope of services and work plan,
and team organizational staff plans during the initial planning and Blueprint Phase of the
implementation. If, as a result of either Project Preparation or the Blueprint phase,
material changes are required in either staffing or scope, a change order will need to be
processed.
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SAP will follow the ASAP methodology to implement R/3 at the University. The ASAP
methodology may be modified at SAP’s discretion in order to meet project requirements.
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SAP will be the prime contractor on a firm fixed price basis. SAP may involve Team SAP
partners during the course of this implementation.
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The implementation is based upon a fourteen-month schedule. “Go live” for this project is
targeted for April 2, 2001.
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SAP and the University will design toward one "to-be" process.
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It is the intention of The University of Tennessee and SAP to emphasize knowledge
transfer during the implementation.
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A Steering Committee of senior management of the University will be in place to guide
and advise the project team. A SAP representative will attend all Steering Committee
meetings.
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Access to University staff for interviews and other project needs will be provided in a
timely manner.
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The University's core team will exist throughout the project implementation.
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The University team members have a good understanding of the University's business
requirements. The University team members are key members of the areas that we are
affecting with the implementation of SAP R/3. They understand the current and future
business requirements and possess good communication skills to draw information from
others in the organization as well as provide feedback on the goals and progress of the
project.
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The University and SAP will promptly replace inappropriate team members or vacated
team slots as deemed necessary during the implementation.
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All policy decisions and project issues requiring resolution will be resolved by the
implementation team whenever possible. Issues and decisions not resolved by the
implementation team will be escalated to the Steering Committee. Issues and decisions
not resolved by the Steering Committee will be escalated to the Executive Committee.
Any material delay will be cause for a change request and may adversely affect the fixed
fee price and project schedule and will require that the project be placed on hold until
resolution is reached. It is the intention of both parties to resolve all potential issues
affecting the implementation schedule at the Steering Committee level or lower.
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It is assumed that SAP R/3 meets the business requirements of the University and the
University will adopt SAP R/3 standard processes. It is anticipated that business
requirements will be met through system configuration.
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No SAP R/3 system Modifications or Extensions are included as part of this
implementation.
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If gaps in functionality are identified, SAP will consult with the University to identify
resolution for the identified gaps.
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SAP will provide information to the University on how to archive documents. No archiving
services are included within the scope of the implementation.
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Business Warehouse (BW) will be used as a repository for converted legacy data from
the University. The University is responsible for the definition and creation of the internal
BW data structures to house their legacy data and the conversion/loading of this
information. SAP will provide support to migrate data from legacy systems to BW. This
support is provided for a period of 129 days. If the legacy migration is completed in less
than 129 days, the remaining days may be used to activate additional BW functionality.
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The University will maintain legacy systems to be replaced for an adequate period in the
event they are required as part of any contingency plan.
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One of the major goals of the project is to eliminate paper and improve processes. SAP
system integration and workflow will be utilized to achieve that goal. SAP will provide
support to enable three specific workflows. The workflows are Personnel Action, Travel
Expense and Time Approval. The detailed requirements associated with these workflows
will be defined during the Blueprint Phase of the Project. If currently planned resources
and time allow within the established scope, additional workflows may be activated.
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Security assistance is for SAP R/3 and Business Warehouse security only. Process
integrity is not in the scope of this proposal.
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Reporting requirements will be met by the delivered system reports. Any custom
reporting will be developed by The University of Tennessee implementation team
resources or as a change order to this agreement.
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Cross-system reporting (involving coordination among both R/3 and non-R/3 systems) is
not part of the implementation scope. SAP and the University will evaluate requirements
for any such reporting as required.
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SAP will consult with the University in developing a help desk function.
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SAP will provide a consultant to support training and change management and to provide
guidance and coaching to the University's change management team. The University will
be responsible for end user training. SAP is willing to discuss assistance outside of what
is provided for in the scope of this proposal with the University if requested.
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Training materials will be developed by the University from the Business Process
Procedures and will be similar in content, although not in form.
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The trained University instructors will conduct just in time end-user training classes with
limited assistance from the consultants. Student evaluations of these classes will be
used to improve course material and provide useful feedback to the University trainers.
University staff will complete revisions to the training material.
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The University will provide documentation on existing systems such that an accurate
assessment of the work required for data conversions can be completed and any change
in timeline or resource requirements can be made to the proposed timelines, resources,
and cost estimates. If a material change is required, this will be handled through the
change order procedure.
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SAP and the University will evaluate the need to convert any historical data as part of the
activation of the Business Warehouse. There is no intention, at this time, for the
University to load historical data into the R/3 system. If a need is identified requiring
historical data to be loaded into the R/3 System, SAP will consult with the University on
requirements to address the resolution of the issue. (See Appendix A – UT Business
Warehouse Project Description, Goals, and Objectives.)
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The University will complete documentation on interfaces and conversions. SAP will
provide assistance with the preparation of this documentation.
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The University of Tennessee implementation team members will accomplish data
migration, data clean up and data extraction. SAP resources will assist The University of
Tennessee implementation team in loading the data to the R/3 files. The University of
Tennessee agrees that migration of open item history will be minimized as much as is
practical.
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Interface complexity will be kept manageable and controllable by limiting requirements to
only support the key business processes. SAP will assist members of the University's
implementation team in defining specifications and developing interfaces. It is assumed
that all interfaces are periodic, batch type.
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The University will also maintain legacy systems for an adequate period time in the event
they are required for historical reporting and query purposes.
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The technical team will include an SAP Basis resource to plan and manage the technical
configuration and development efforts. In addition, an ABAP/4 resource will assist the
University with interface, conversion, and reporting requirements. Finally, a workflow
resource will develop the three identified workflows, and a security resource will assist
the University with setting up the SAP R/3 Security. The University will provide all
remaining resources required to complete development tasks.
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The University will provide a work area for the entire project team to be co-located. The
work area will be ready for occupancy and full operation on the first day of the project.
The work area will include normal office equipment. The University staff and consultants
will use the University-provided computers and connectivity to computing resources
where the SAP system is installed. In addition to connectivity to the SAP development
and test environments, SAP will also require that a LAN be established for central control
of project documentation and electronic mail routing within the University's network and
analog lines for external dial-up capability.
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The University will provide and maintain a fully operational technical environment that
allows the implementation team to meet the required project deliverables.
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The University will be responsible for the timely installation, configuration, and network
connection of all PC's required to fulfill project requirements.
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An X.25, frame relay line or ISDN connection to SAP will be installed by the University
within 45 days of project start-up to facilitate an Online Software Service (OSS)
connection.
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The implementation team will use the Microsoft suite of Office software for Windows
95/98.
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The University will provide all required subject matter expertise at the central project site
so the implementation team can easily gather required information without travel.
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The QA system will be available and SAP R/3 will be installed before integration testing.
The production system will be available and SAP R/3 will be installed before Final
Preparation.
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Travel and living expenses are normally estimated at 15% of cost of services. The actual
cost may be less since The University of Tennessee will offer accommodations at a
University-owned property or discounted lodging rates at local hotels and motels.
Reimbursement per diems for meals and lodging will be in accordance with the
University's Travel Policy. That policy and reimbursement per diems are located at:
http://solar.cini.utk.edu/ams/5toc.htm, Section 070. Consultants will be required to take
advantage of the airline discounts afforded SAP or The University of Tennessee.
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The University will assume responsibility for all expenses associated with the University
staff as required by the project, e.g. travel expenses.
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The proposed timeline will not be adversely impacted by any legislative changes.
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Major milestone deliverables that do not include detailed written deficiency descriptions
are deemed to be approved after the agreed upon deliverable review period has expired.
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SAP will provide assistance for only seven infotypes to be deployed via Employee Self
Service. These will be identified during the Blueprint Phase of the project.
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2 Scope
The project scope is defined in three domains:
1. Functional Scope: defined by the business functions proposed for implementation.
2. Technical Scope: defined to support the defined functional activities.
3. Geographic and Organizational Scope: defined by the locations within the University into
which it is planned to implement these functions.
2.1 Functional Scope
The following list contains the SAP modules that are to be included in the scope of this project,
which in turn will be utilized to meet the University’s business objectives. The precise details and
processes will be determined, documented, and agreed upon during the Blueprint phase.
FI - Financial Accounting
General Ledger Processing
Vendor Handling/Accounts Payable
Customer Processing/Accounts Receivable
Closing Operations
Periodic Processing
Travel Management
Cash Management/Bank Processing
FM – Funds Management
Budgeting
AM - Asset Management
Handling Fixed Assets
Direct Capitalization
EDP/Organization Project
Depreciation
CO - Revenue and Cost Controlling
Master Data Processing (Controlling)
Cost Centers
Actual Cost/Revenue Allocation
Period-end Closing (Controlling)
PS – Project Systems
Grant and Contract Accounting
SD – Sales and Distribution
Billing
MM - Procurement
Third-party Procurement
Internal Procurement with Billing Document and Invoice
Internal Procurement with Stock Transport Order
Procurement on a Consignment Basis
Procurement via Subcontracting
Internal Procurement via Stock Transfer
Procurement of Consumable Materials
Procurement of Stock Material
Procurement of External Services
Source Administration for Third-Party Procurement
Source Administration for Consignment
Source Administration for Subcontracting
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Source Administration for Consumable Materials
Source Administration for Stock Material
Source Administration for Internal Procurement
Source Administration for External Services
HR - Human Resources
Personnel Development
Organizational Plan
Benefits Administration
Business Trip Management
Recruitment
Personnel Administration
Payroll Accounting
Shift Planning
Workforce Requirements Planning
Employee Management
Time Management Handling
Business Event Handling
HR Funds and Position Management
Employee Self Service
BW – Business Warehouse
Legacy Detail Warehouse
R/3 System Warehouse
Knowledge Warehouse
On-Demand
Note: If during the project it becomes necessary to utilize a module to fulfill the initial scope of
work that has not been listed above (i.e. administration of grants and contracts), the necessary
portions of that module will be implemented as part of the project.
2.2 Technical Scope
2.2.1 Local Area Network
The LAN strategy is currently the responsibility of each geographic location within The University
of Tennessee. Generally, all LANs support TCP/IP and IPX. The quality and bandwidth of each
LAN is being investigated by the local support structure. The requirements of the SAP R/3
system will be provided to each to assist them in their planning.
The PC setups are also the responsibility of the local support structure. In some cases that
support structure is further delegated to departments. In either case, the PC requirements for
SAP R/3 will be distributed to all interested parties for planning.
2.2.2 Wide Area Network
The Wide Area Network (WAN) will be changed in the near future and will be in place when the
SAP R/3 rollout begins. The new WAN will be part of the Tennessee Network Information
Infrastructure (TNII) project. Those managing the WAN will be provided bandwidth requirements
for SAP R/3 for their planning.
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2.2.3 Basis
The basis work will be part of the technical team and will involve
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SAP software installs and upgrades
Software patch installations
Performance Tuning and Monitoring
Data base configuration, administration and Tuning
Release change Management
OSS and SAPNET reviewing and processing
Technical Change Management and Transport / Correction
Operating System administration
General problem resolution
Job Scheduling
Printer environment configuration
Desktop support
Network Administration and support
2.2.4 On-line Software Support
The University will use the On-line Software Support, which is a remote system that allows
customers to access all problem solutions that are known to SAP. The University will provide a
communication link to this service.
2.2.5 Hardware
Hardware will be supplied by the University. The sizing and type of hardware is based on
configuration exercises to be completed by the University and SAP project consultants.
2.3 Geographic and Organizational Scope
The SAP R/3 implementation will involve a rollout to all of the University of Tennessee. The initial
rollout will begin on April 2, 2001 and will include the units in the Knoxville geographic location. A
rollout to all other University units will occur in two-week intervals to be completed by the
accounting close of May 2001. This rollout strategy will be reviewed prior to the conclusion of the
Blueprint and Realization phases and is therefore subject to further modification. It is expected
that the delineation of roles and responsibilities between consultants and the University will be
clarified.
3 Project Organization & Roles
See Appendix B for the organizational chart. The project organization roles are as follows:
3.1 Executive Sponsor
The Executive Sponsor:
 directly communicates the company’s long-term goals and visions
 is a member of the Executive Committee
 takes responsibility for the project
 communicates the importance of the project to the University
 maintains regular and visible contact with project
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assists in clearing organizational obstructions to the projects especially those of a political
nature
makes business decisions on issues escalated by the Steering Committee
accept deliverables on behalf of the University
3.2 Executive Committee
The Executive Committee will meet once each month during the project to receive an update on
the progress of the project and to resolve any issues that may be forwarded to them from the
Steering Committee. The Executive Committee is responsible for providing a vision of the
University’s long-term goals and objectives, setting priorities, and approving scope. They will aid
in promoting the system implementation and provide support to the project throughout the
organization.
3.3 Steering Committee
The Steering Committee will meet every two weeks during the project. This committee will be
responsible for resolving issues that cannot be resolved within the implementation team and for
submitting issues that cannot be resolved by the Steering Committee to the Executive
Committee.
3.4 University Project Director
The University Project Director will have primary ownership of the project deliverables and will
provide day-to-day direction to the project teams. He will also be responsible for maintaining the
project plan, streamlining resolution of issues, and communicating the project status to the
Steering Committee. In general, the University Project Director will provide overall project
management for the implementation as well as play an active role in the integration between the
individual teams.
The University Project Director must proactively anticipate project deviations and be responsible
for taking immediate corrective action. It is also his responsibility to obtain an understanding of
the overall system business process integration in the University’s environment. The University
Project Director has the power/right to decide on all project relevant issues and the budget. He
escalates the strategic issues to the Steering and Executive Committees for a common decision.
The regular decisions are his domain.
3.5 SAP Project Manager
The primary role of the SAP Project Manager is to assist the University Project Director to
manage SAP-provided consulting resources. Other activities include scope definition;
development of the project plan and training schedule, attendance at steering committee
meetings, acquiring additional SAP trained resources, etc. The SAP Project Manager will assist
as needed, not assume responsibility.
The SAP Project Manager is a senior SAP Consultant responsible for ensuring all consultants
provide superior advice and performance to the project. The SAP Project Manager will also
provide the University Project Director with guidance in implementing an SAP R/3 project.
During the project, lifecycle issues may need to be escalated by the University and SAP Project
Manager to the Executive Committee for a final decision.
Specific responsibilities of the SAP Project Manager are to:
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transfer knowledge and experience in the implementation methodology & tools to the
University Project Director
manage the relationship and any contractual issues between SAP America, SAP
Business Partner and the University on a day-to-day basis
advise the University Project Director on all aspects of the project requirements including
project team organization and training, SAP R/3 configuration and testing, technical
infrastructure requirements, system migration issues and requirements, interface and
data conversion planning, process improvement opportunities and change management
opportunities
The joint responsibilities of the University Project Director and the SAP Project Manager are to:
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manage project operations according to ASAP methodologies
control project scope and monitor project work plans
provide leadership and direction to all members of the project team
review project plans and deliverables
approve significant changes to project plans
control costs & expenses to agreed budget
analyze project progress
locate and secure resources for the project
ensure good communication between teams within the project
ensure deliverables are completed on schedule and are presented to the Executive
Sponsor for sign-off
coordinate the review of the design and configuration of the SAP R/3 software to ensure
compatibility with the business requirements
ensure timely issue resolution or appropriate escalation of issues
report project status to the Executive Sponsor on a regular basis
ensure contractual obligations are met with all project vendors
manage the improvement of business processes
ensure effectiveness of the project structure and roles
SAP will provide a resource for the project duration to fill the role of SAP Project Manager. The
University of Tennessee will provide a resource for the project duration to fill the role of the
University Project Director.
3.6 SAP Project Integration Manager
The primary role of the SAP Integration Manager is to coordinate all functional, technical, change
management, and education teams with the ASAP methodology and SAP R/3 functionality.
Other activities include responsibility for the issues log, coordination of the ASAP Quality Checks,
facilitation of knowledge transfer, attendance at steering committee meetings, advising the
Project Director and Project Manager on issues relating to the implementation of R/3.
3.7 Project Office
The Project Office will provide administrative support to the project team. This ensures that
project team members can remain focused on delivering project objectives and are not
sidetracked on administrative duties. The Project Office will be involved in everything from
logistical support to document production, publication of meeting minutes, tracking schedules,
developing presentations, interview confirmations, and conference/meeting room bookings. One
resource will be provided by the University.
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3.8 Project Team Leads
The Project Team Leads with assistance from a senior consultant are responsible for the day-today management for each of the project teams. The Project Team Leads will link the technology
with the business and will provide significant input to the Change Management process.
The responsibilities of the Project Team Leads are to:
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directly manage the application project teams
manage project operations according to the project management methodology
control project scope and monitor project work plans
provide leadership and direction to project teams
assign tasks and coordinate resources
control costs & expenses to agreed budget
identify critical resources
report project status to the Project Director
manage project operations according to ASAP methodologies
ensure deliverables are developed and completed on schedule
ensure all testing is completed according to the testing methodology
ensure that all integration issues are handled and that adequate integration testing is
completed
propose changes of planned activities and schedules to the Project Director
review design and configuration of the SAP R/3 software to ensure compatibility with the
business requirements
assist in the improvement of business processes
ensure timely issue resolution or appropriate escalation of issues
implement the SAP R/3 system per the approved schedule
Provide input on the form and content of all key project activities:
1. Project Charter
2. Business Blueprint
3. User Documentation
4. User Training
5. Conversion plan
6. Project plan
7. Support the implementation team on issues related to User Documentation, Training,
8. User Acceptance Testing and Conversion.
9. Facilitate the collection and analysis of requirements for reports, interfaces, forms,
and implementation strategies as per the project plan.
10. Responsible for creation of integration testing plan and actual conduct of the tests.
11. Management of all change control items.
12. Management of Issue Log.
13. Be in charge of coordinating SAP resources throughout the project
14. Provide expertise in the ASAP implementation methodology, training the University
personnel in its use, tailoring the methodology to the University requirements and ensuring that
the appropriate documentation is completed.
3.8.1 Functional Team Leads
The Project Team Leads have ownership of the process area(s) and the project deliverables,
along with day-to-day management of the business area(s). The Project Team Leads must be
able to work with the Project Director to develop and manage scope, assign and schedule
resources, and monitor deliverable progress. The Project Team Leads are responsible for
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identifying the impacts and requirements for the business processes to support the SAP system,
and for verifying that the project team is meeting the business objectives.
The Project Teams are as follows:
Finance – Sally Townsend, Team Lead
Chart of Accounts
General Ledger
Funds Management
Controlling
Budgeting
Grants Management
Accounts Receivable
Accounts Payable
Endowments
Purchasing
Travel
Contract Processing
Asset Management
Investments
Treasury
Workflow
Human Resources - Lester Mathews and John Rich, Team Leads
Personnel Development
Organizational Plan
Benefits Administration
Business Trip Management
Recruitment
Personnel Administration
Payroll Accounting
Shift Planning
Workforce Requirements Planning
Employee Management
Time Management Handling
Business Event Handling
HR Funds and Position Management
Employee Self Service
Workflow
Budget – Sylvia Davis, Team Lead
Salary Budget
Operating Budget
Position Control
Security – Sheila McNeil, Team Lead
R/3 Security Profiles
Business Warehouse Security Profiles
Business Warehouse - John Jarrard, Team Lead
System Integration
3.8.2 Technology Project Team
Mike McNeil, Team Lead
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The Technical Project team has ownership of the Basis and ABAP functions within the SAP R/3
project. The Technical Team Lead will work with the Project Director and functional Team Leads
to manage work and work assignments. The Technical Project Team is composed of the
following areas:
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Basis Support
R/3 Administration
Database Administration
UNIX System Administration
NT System Administration
Network Administration
Desktop Support
ABAP Support
Financial
Human Resources
Purchasing
The responsibilities of the Technology Project Team are to:
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 provide relevant technical resources for the SAP Implementation Project
 build a comprehensive support program for development, Q/A, production and training
report project status to the Project Directors
 assist the other project teams in delivering their systems through expert advice and
guidance
 provide programming support for conversion, interfaces, and system extensions
3.8.2.1 R/3 Administration
The R/3 Administration role will be responsible for the following functions:
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R/3 system installation
R/3 system upgrades
Applying and testing R/3 patches
Day-to-day monitoring of service levels
Analyze overall system performance
Tuning service as needed
Transport management (program moves)
OSS reviews
Technical security support (security profile management)
R/3 printer support
Functional team consultation and support
3.8.2.2 Database Administration
The Database Administration role will be responsible for the following functions:
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Day-to-day monitoring of the database
Database tuning services as needed
Database problem research
Data warehouse administration
Data transfer support
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3.8.2.3 UNIX System Administration
The UNIX System Administration role will be responsible for the following functions:
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Major root tasks
Maintain operating system patches
Monitor system logs
Operating system security administration
Disk systems management
Backup and recovery administration
Printer support (UNIX)
3.8.2.4 NT System Administration
The NT System Administration role will be responsible for the following functions:
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Maintain operating system patches
Monitor system logs
Operating system security administration
Disk systems management
Backup and recovery administration
3.8.2.5 Network Administration
The Network Administration role will be responsible for the following functions:
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Maintain Routers
Network monitoring
Firewall and router coordination
3.8.2.6 Desktop Support
The Desktop Support role will be responsible for the following functions:
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Install and maintain SAP client software
Support project team desktops
Support for user desktops
3.8.2.7 ABAP Programming Support
The ABAP Programming Support role will be responsible for the following functions for all
functional areas of the project:
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Conversion programs
Interface programs (see Appendix D – Interface Topology)
System enhancements
3.8.3 Change Management Team
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Judy Burns, Team Lead
The Change Management team will consist of University employees assisted by an SAP
consultant. The primary responsibility of the team is to manage (1) communications about the
project to the University community, (2) end-user training, (3) project documentation, and (4)
University policy and procedural changes. The Project Director, Project Manager, application and
technical team leads and their teams will work with and support the Change Management team.
Responsibilities of the Change Management team are to:
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develop a comprehensive profile for constituencies within the University system
develop a comprehensive communications strategy
develop a comprehensive training strategy
determine optimal approach for using training technology (i.e. Knowledge Warehouse,
On-demand)
 produce a communications, training, and documentation plan
develop a role based training curriculum to meet the Project training needs either utilizing or
modifying SAP’s training programs or by developing new courses
 schedule and communicate the Project end user training
communicate information about the project to the University community on a regular
basis
 determine requirements for training facilities
 design materials for end user training
 deliver training to end users
plan for a post-implementation program for ongoing user training
 design and prepare a help desk to support the system after it is in production
 prepare end user documentation to meet user needs
4. Project Plan
4.1 Methodology Overview
4.1.1 Proposed Implementation Strategy
The project will use the Accelerated SAP (ASAP) implementation process. Accelerated SAP was
built from SAP’s best implementation practices and will empower the University with tools,
templates, questionnaires and the skills to exploit the power of the R/3 models already built into
the R/3 system. The following is a brief outline of the phases of Accelerated SAP:
1. Project Preparation
This phase will "kickoff" the project and will include the following tasks:
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Review and refine Implementation Strategy
Establish Project Team working environment
Determine Project Organization
Conduct Team Training
Define Project Management standards and procedures
Define Implementation standards and procedures
Define System Landscape strategy
Kickoff meeting
Project Team standards meeting
Identify technical requirements
Procure Hardware
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This phase will kickoff the project and will include the following deliverables:
Deliverable
Project Charter
Project Plan
Training Plan
Perform Quality Check
Responsibility
Project Management
Project Management
Change Management
Project Management/ SAP
Review & Sign off by
Executive Committee
Team Leads
Team Leads
Executive Committee
2. Business Blueprint
In this phase, the Project Team will define the University’s business practices and parameters,
review the business goals and business structure, and how SAP will realize those processes. The
resultant design will be a "blueprint" of the University’s future state. Tasks in this phase include
the following:
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Review and refine Training Plan
Setup Development Environment
Conduct Team Training
Initial set up of System Landscape
Systems Administration
Initialize IMG (Implementation Guide)
Conduct Business Process workshops
Conduct Detailed Requirements workshops
This phase will include the following deliverables:
Deliverable
Create Technical Design
Business Blueprint
Perform Quality Check
Responsibility
Technical Team Lead
Project Management/
Team Leads
Project Management/ SAP
Review & Sign off by
Project Managment
Project Management/
Team Leads
Project Management/
Team Leads
3. Realization
In this phase, the system will be configured to the University’s requirements as defined in the
Blueprint. This is also the main window of opportunity for knowledge transfer from SAP
consultants to the University project team members.
Tasks in this phase include:
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Initial planning for Production Support (Help Desk)
Baseline configuration and confirmation
System management including test plans, service level commitments, QA & Production
environment setups and system administration functions
Develop conversion programs
Develop interface programs
Develop enhancements
Create reports and layout sets
Establish authorization concept
Establish archiving management
End user documentation and training material
This phase will include the following deliverables:
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Deliverable
Final configuration and
confirmation
Final Integration Test
Perform Quality Check
Responsibility
Project Management/
Team Leads
Project Management/
Team Leads
Project Management/
SAP
Review & Sign off by
Project Management/
Team Leads
Project Management/
Team Leads
Executive Committee
4. Final Preparation
In this phase, the Project Team will prepare for implementation of the system.
Tasks within the phase include:
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Prepare and conduct end user training
Refine system management
Refine cut over plans and production support
Cut over to production system
Perform Quality Check
This phase will include the following deliverables:
Deliverable
Cut over to production
system
GO / No Go decision
Perform Quality Check
Responsibility
Project Management/
Team Leads
Project Management
Project Management/
SAP
Review & Sign off by
Project Management/
Team Leads
Project Management
Executive Committee
5. Go Live & Support
In this phase, the Project Team will assure that end-users needs are being met.
Tasks in this phase include:
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Production support
Follow up training
Define long term plans
Perform project review
4.1.2 Scope Management
The scope of the project is as defined in section 2 of this document. It is critical that the project is
restricted to this scope. Any development outside this agreed scope could threaten the project.
As the Project progresses it may be necessary to request a change to the scope of the Project.
Any change to the scope will be governed by strict scope control procedures. These control
procedures are intended to reduce the impact of the work on the Implementation Team and the
schedule. All requests for scope change must be submitted to the Project Director and Project
Manager. All requests will be investigated to determine its impact on the project workload and
schedule. If the change is outside of the scope of the project then a cost will also be determined.
Input from SAP Product Experts and the University business people will be required to determine
these costs and impacts The Project Directors will then present their findings to the Executive
Committee who will approve the change or reject it.
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4.1.3 Issue Management
Issues relating to subjects not related to changes in scope will be tracked within the Issues
section of the ASAP Question and Answer Database (QADB).
4.1.4 Complexity Management
The implementation of SAP R/3 at the University will be kept as simple as possible. This means
not only sticking to standard SAP R/3 by limiting customizations and ABAP/4 development but
also using SAP R/3 as simply as possible. All members of the implementation team need to be
vigilant in keeping project complexity as low as possible.
4.1.5 Risk Management
In a project of this nature, there are always risks. Management of the risks is a critical factor in
ensuring the success of the project. Below are listed a number of potential risks and the strategy
for managing and minimizing them.
1. Commitment of User Community – University employees that may be affected by the
implementation of SAP R/3 must be involved in and informed about change to ensure
commitment and ownership.
2. Complexity of Requirements - Business requirements must be kept as simple as
possible. As stated in section 2 (Scope) of this document the implementation will be kept
simple. Issues will be resolved within the implementation teams, if possible. If the team is
unable to come to resolution, the issue will be forwarded to the Steering Committee. Any
issue that cannot be resolved within the Steering Committee will be forwarded to the
Executive Committee.
3. Interfaces - The development of interfaces pose a potential risk to the project and is a
critical path for this project. Interface development will be given a high priority during the
project to ensure that appropriate resources are allocated and that development is
completed before integration testing commences.
4. Knowledge of Methodology - the Accelerated SAP methodology will be utilized for this
project. One of the Integration Project Manager's main responsibilities will be to ensure
appropriate use of the methodology and to educate University staff on the methodology.
5. Executive Sponsor - The project has one Project Sponsor who has a stake in the project
to ensure clear and timely decision making process. His ongoing support must continue.
6. Loss of Project Team staff before April 2001. Maintaining a knowledge base within the
University is a high priority for the ongoing success and support of the project.
7. SAP upgrade to SAP R/3 4.6C during the project - During the project, the risks /
justifications etc will be assessed and the decisions will be made whether to upgrade.
4.1.6 Project Planning and Monitoring (Review Meetings)
This section defines the types of review meetings and reporting which will occur, their purpose
and their frequency. Regular meetings include:
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Meetings of the Project Director, Project Manager, and the Executive Sponsor – twice
monthly. The purpose is to keep the Executive Sponsor aware of issues affecting the
project, and to make prompt decisions on those issues that are internal to the University
of Tennessee.
Meetings of the Project Director, Project Manager, and the Executive Committee –
monthly. The purpose is to keep the Executive Committee aware of the progress of the
project and to forward any issues unresolved by the Steering Committee, and to make
prompt decisions on those issues.
Meetings of the Project Director, Project Manager, and the Steering Committee – biweekly. The purpose is to keep the Steering Committee aware of the progress of the
project and to resolve any issues that cannot be resolved by the project teams. Any
issues that cannot be resolved by the Steering Committee will be forwarded to the
Executive Committee.
Meetings of the Project Director and Project Manager - daily. The purpose is to manage
and identify issues and to make prompt decisions on those issues.
Meetings of the Project Team Leaders, including Project Director, Project Manager, and
Integration Manager – twice weekly.
Meetings of the implementation team with the User community to keep them appraised of
the project progress - as required.
Regular reports include:
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Weekly project management report, and Project Plan status review
Monthly project management report, and Project Plan status review
4.1.7 Quality Assurance
The Quality Assurance process for the Project will be two tiered with internal quality assurance
using the ASAP methodology, and external quality assurance by SAP specialist Consultants
providing formal project health checks. In short, the quality assurance support will provide:
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a comprehensive project health check at milestones
greater awareness of potential implementation issues and risks
recommendations for alternate implementation options
consistent reporting across all phases of the project
increased confidence in project delivery by both the project team and University
management
a link to University quality and audit initiatives
an audit trail of the project decision process.
Internal Quality Assurance
1.
2.
3.
4.
5.
6.
Management and implementation team will review Project Charter
Applicable project teams and project management will review Business Blueprint design.
User documentation will be reviewed by the applicable project team.
Training Program - review by applicable project team
Integration test plan - review by applicable project team
Acceptance test plan - review by applicable project team
External Quality Assurance
1. External QA reviews to be performed by SAP America at the indicated project
milestones.
2. Possible reviews of organizational readiness, fit for purpose, risk assessment or other
specific Quality Assurance reviews as required by the University.
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4.2 Implementation
4.2.1 Project Plan
Business functions identified, as part of Blueprint must be fully supported by R/3 implementation
as of April 2, 2001. The initial rollout is planned for April 2, 2001. Full implementation at all areas
of the University is expected by the close of the May accounting period. Interface to University
systems is also expected by April 2, 2001. More details for Implementation Strategy will be
defined in the Business Blue Print Design document.
4.2.2 Training Plan
University staff, assisted by SAP consultants as necessary, will conduct training. The Change
Management team will have primary responsibility for end-user training. Instructors for training
will consist of members of the implementation team and others who will work on configuration of
the system. Other trainers will be recruited from the applicable functional areas throughout the
University as needed.
4.2.3 Knowledge Transfer
During the project, achieving knowledge transfer to University of Tennessee staff is an important
goal of the SAP Consultants involved.
Transfer of knowledge will occur:
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from the SAP Project Manager to the University of Tennessee management of the
project. This will be one of the main objectives of the SAP Project Manager's consultancy.
from the SAP Basis consultants to the University’s technical staff. Much of the SAP Basis
role is to advise the client on how to manage the new system.
from the SAP Product Experts to business users, business analysts and other project
team members. This will occur particularly in the joint design sessions and prototyping
sessions. Knowledge transfer is an explicit goal of these sessions.
Business Users involved in the project will also return to the workplace both during and
after the project where their detailed knowledge of the system will be invaluable. They will
consciously engage in activities, which spread knowledge about the system.
4.2.4 Change Management
The University of Tennessee is responsible for the change management process. To achieve
acceptance of SAP R/3, the project team will incorporate business users into relevant phases of
the project and perform awareness sessions throughout the span of the project, culminating with
"just in time" user training. In addition, the implementation team will communicate the project
status and other relevant issues to the University community throughout the project. Issues of
change management that are relevant to the success of the project but outside the authority of
the implementation team will be directed to the Project Director, Project Manager, Steering
Committee, and Executive Sponsor/Committee, if needed, for resolution within defined
timeframes.
5 Project Management Standards and Procedures
5.1 Project Monitoring
Project Management will monitor progress via the ASAP toolkit and the Project Plan.
The Implementation Guide (IMG) will be used to monitor configuration progress throughout the
project.
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5.2 System Configuration
The Implementation Team will use the ASAP Question and Answer Database (QADB) during the
Blueprint to determine the required processes and control scope, and use the Business Process
Master List and the IMG during Realization to control configuration and document configuration
decisions with SAP itself.
A detailed plan encompassing all interfaces, system architecture and interface issues have been
devised.
5.3 Communication Plan
A method of keeping the user community informed of the project impacts will be maintained.
5.4 System Landscape
A plan for the rollout of all infrastructures has been developed. A schematic of the planned
hardware configuration is illustrated (See Appendix C).
A detailed plan encompassing all interfaces, system architecture and interface issues has been
issued.
5.5 System Authorization Standards
The authorization plan for the implementation is to give the project teams open access in the
development system and to progressively secure access in the test, training, and production
environments.
All members of the implementation team who will be involved in project management,
configuration, or development will be given the SAP_NEW profile, a modified version of the
SAP_ALL profile, in the development system. The R/3 Administrators will be given the SAP_ALL
profiles. The security administrator(s) will also be given the SAP_NEWprofile. Persons brought in
from outside the core team may be given more restrictive profiles. Profiles for the quality
assurance and pre-production systems will be established so that the implementation team
members may view and enter data. However, the profiles will not allow changes to configuration.
The implementation team members will be able to view data in the production environment, but
they will be prohibited from entering or modifying data. Generic profiles will be available in the
training system.
5.6 System Problems and Error Handling
If the problem source is known to be with a specific area such as with the desktop, network, or
operating system, it should be reported to the appropriate Basis point of contact. Otherwise,
system problems should be reported to the R/3 Administrator.
5.7 System Enhancements and Modifications Approval
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No SAP R/3 system Modifications or Extensions are included as part of this implementation. If
any are required, a change request must be processed according to the Statement of Work.
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6 Sign Off - Charter Approval
Signing this document records your agreement to the contents of the Project Charter, and
confirmations the order to proceed with the remainder of the project.
Emerson Fly
University of Tennessee
Executive Sponsor
Date
Dwayne McCay
University of Tennessee
Executive Committee Member
Date
Neal Wormsley
University of Tennessee
Project Director
Date
Bob Salvucci
SAP
Executive Committee Member
Date
John Solms
SAP
Project Manager
Date
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