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 DFM’s 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
DFM Oracle Upgrade Project Plan
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__________________
(Date)
Document Change Control
The following is the document control for revisions to this document.
Version Number
Date of Issue
Primary Author
Description of Change
V1.0
April 21, 2006
John Schmitz
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
project’s scope, schedule, and projected costs.
DFM Oracle Upgrade Project Plan
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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
Required
Date
at peak
mth/level
Duration
Required
FY06-07
Project Team
Project
Manager
Lead team, manage Project
project, and report Management
status.
.3
12/1/05
9 months
Data Base
Administrator
Prepare technical
environments,
install software,
patch, trouble
shoot.
Oracle Applications
Project DBA and
supporting DoIT
systems.
.5
2/1/06
6 months
Oracle
Applications
Consultant
Analyze existing
system. Facilitate
new system design,
setup, interfaces, &
data conversion.
Oracle Applications
General Ledger
and general
consulting
expertise
.8
2/1/06
6 months
Financial
System
Project Lead
Assume
responsibility for
system design,
setup, testing, and
operational
functional
decisions.
DFM financial
requirements and
accounting
processes.
.5
4/1/06
4 months
Oracle
Developer/
DFM Tech
Consulting
Build/test/impleme
nt the needed ad
hoc and long-term
customizations and
interfaces.
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
John Schmitz
.3
$62.50 hour DoIT – Applications Development
and Integration
Data Base
Administrator
Carrie Roesch
.5
Oracle
Applications
Consultant
Carol Koehler
.4
$62.50 hour DoIT – Applications Development
and Integration
Oracle
Applications
Consultant
John Schmitz
.4
$62.50 hour DoIT – Applications Development
and Integration
Financial
System
Project Lead
Lisa Novinska
.5
NA
NA DFM Business Services
Oracle
Developer
Alice Erickson
.3
NA
NA DFM Info Systems
Oracle
Developer
John Schmitz
.2
DFM Technical
Consultant
Alice Erickson
.2
$79 hour DoIT- Data Management
Resource Technology
$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
By 5/1/06
$1500
Oracle Education
Oracle ADI tool
Fall 2006
$1500
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 month’s 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
FY 05-06
$ 5,400
$ 7,000
$ 16,800
$ 2,300
$ 5,900
$ 7,600
$ 2,600
$ 4,600
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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
$ 2,600
$ 2,100
$ 1,500
As Requested
$ 8,100
$ 2,100
$ 3,500
$ 59,700
$ 7,500
$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 it’s 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 system’s functionality in
test and then later confirm that it’s 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 month’s 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 May’s financial operations for the parallel test. If the new 11i
production system isn’t fully loaded and available by June 23 rd 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 project’s 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 sponsor’s 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 NetID’s 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 DoIT’s
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
Likelihood
Probably Impact
If It Materialized
Planned Remedial
Action
1. Lost of Key Staff
Low
High
2. Problems with the
Software
Moderate
Moderate
3. System setup
errors
Moderate
High
4. Data conversion
errors.
5. Implementation
schedule delays
Low
High
Moderate
Moderate
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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