Purpose, Objective and Goals
Purpose
This Project Plan establishes the scope, strategic-level guidelines and approaches for
managing the Department of Veterans Affairs (VA) Core Financial and Logistics System
(coreFLS) Conference Room Pilot (CRP). It also provides detailed information for data
requirements, physical lab requirements, roles and responsibilities, organization structure and
what administrative procedures and business scenarios are established.
Objective
KPMG’s objective for CRP planning and design is to help VA establish the project management
procedures, technical infrastructure and initial Enterprise Resource Planning (ERP) functional
documentation for the successful execution of the coreFLS Conference Room Pilot.
CRP Goals

Validate each functional area can be supported by the COTS/bolt-on modules.

Identify major gaps to be addressed during the implementation phase.

Obtain buy-in from process owners and gain senior management support.
Scope
The scope of the CRP will include the following functional areas:

General Ledger

Budgeting

Payment Management

Cost Accounting

Grants

Receivables/Debt Management

Purchasing

Inventory

Asset Management *
A test environment will be provided for the following, without interfaces between the legacy
systems and coreFLS:

Travel

Contract Management
The following items are not in scope:

Interface development for Travel, Contract Management or any other legacy systems.

Hospital invoicing.

Retail sales (e.g., Canteen).
* Based on vendor selection, the level of participation could be impacted.
Business Scenarios
Functional area business scenarios are templates of business processes for a particular area of
an organization. They represent a chain of business transactions that share a common
dependency on time or an event, such as a month-end closing or the receipt of a purchase
order. Functional area business scenarios were created to provide context for CRP test scripts
using the following approach:

Draft functional area business scenarios were created using existing business process
information and the functional requirements developed during the VA BPR sessions.

Process owners reviewed their respective draft scenarios and provided feedback.

All feedback was incorporated and final functional area business scenarios for the CRP
were submitted for approval. The coreFLS CRP functional area business scenarios are
detailed in Appendix A.

Working with VA, KPMG developed a Test Script Template that will be used during the CRP.
The coreFLS CRP Test Script Template is provided in Appendix B.

Following process owner approval of the final functional area business scenarios, integrated
business scenarios and test scripts will be developed to test compliance with the coreFLS
functional requirements.
Data Requirements
The data requirements outline critical business information required for setting up and
executing the CRP. This data is a prerequisite to the COTS Adaptation team’s development of
integrated test scripts, and is required to complete all scripts.
The CRP team must acquire the following information in order to properly develop the CRP:

Proposed Accounting Code Structure (ACS).

Sample master data (e.g., materials, vendors, customers).
Assumptions
The following are the assumptions related to the basic data requirements:

The data elements contained within this document do not comprise a comprehensive list
and will be expanded upon throughout the CRP effort.

Additional basic data and elements may be required as the CRP Project progresses.

VA is responsible for providing and validating this data.
Data Requirements
Basic Data Requirements Approach

Identify basic data requirements.

Identify initial data source(s).

VA confirms data source(s).

VA provides data extracts, preferably in electronic format.
Account Code Structure Approach

Establish an intra-departmental workgroup (e.g., VHA, VBA, NCA).

Collect ACS from VA systems (e.g., FMS, IFCAP).

Develop “straw-man.”

Distribute to process owners for approval.
Data Requirements
Basic Data Overview The following basic data is
required to execute the CRP:

List of VA-wide organizational structures (e.g.,
Veterans Integrated Service Networks, regional
offices);

List of physical locations (e.g., hospitals);

Organizational levels (e.g., hospital, supply
storage area) at which inventory is stored and/or
tracked;

List of financial transactions and associated
General Ledger (G/L) accounts;
Chart
of Accounts (see detail below);
Material
master (see detail on following pages);
Vendor
master (see detail on following pages);
Source
list (see detail on following pages);
Customer
master (see detail on following pages).
Data Requirements
Chart of Accounts Sample Data Elements
DATA
Account Number
Account Description
Account Type
Results of Operations Account
Open Item Management
Indicator
Sub-ledger Indicator
REMARKS
G/L account code.
Description text for G/L account.
Balance sheet account or Profit/Loss (P/L) account.
The G/L account of which the balance consists of the net difference since the inception of the
activity between (1) expenses and losses and (2) financing sources including appropriations,
revenues and gains.
Indicator that allows the tracking of balances at the transaction level.
Indicator for sub-ledger activation on the G/L account, such as Vendor, Asset, etc.
Data Requirements
Material Master Sample Data Elements
DATA
Material Identifier
Material Description
Organizational Data
Material Type
Valuation Type
Base/Alternative Units of
Measurement
Storage Bin
Batch Management
Total Shelf Life
Hazardous Material Number
Reorder Point
Maximum Stock Level
Price Unit
Unit Price
REMARKS
The unique value that identifies each material, e.g., National Stock Number (NSN). The material
number could be assigned internally by the system or externally by the user creating the master
record.
Short description of material.
Business organization where the material exists (e.g., VHA, VBA, NCA).
Key that assigns the material to a group of materials, such as raw materials, operating supplies or
trading goods.
The means by which the material is valued (e.g., standard price or a moving average price).
Units of measure in which the material is managed.
Identifies the storage bin within a storage location where the material is stored.
Determines whether the material is managed at the batch level.
Length of time under which the material is managed, that is, from the date of production to the shelf
life expiration date.
Number that identifies the material as hazardous.
Numeric value at which the stock will be reordered.
A value that identifies the quantity of the material that may not be exceeded.
Unit of measure for pricing.
Dollar cost per unit.
Data Requirements
Vendor Master Sample Data Elements
DATA
Vendor Name
Organizational Data
Address
Payment Term
Incoterms
Reconciliation G/L Acct.
Alternative Payee
Payment Method
REMARKS
Name of the vendor.
Business organizations where the vendor exists.
Street, City, State, Country, Postal code, etc.
Such as Net 30, etc.
Specify certain internationally recognized procedures that the shipper and the receiving party must
follow for the shipping transaction to be successfully completed.
Determines the G/L account for vendor sub-ledger.
Determines the other possible payee for this vendor.
Default payment method for this vendor, such as electronic funds transfer (EFT), check, electronic
data interface (EDI), etc.
Data Requirements
Customer Master Sample Data Elements
DATA
Customer Name
Organizational Data
Address
Payment Term
Reconciliation G/L Acct.
Dunning Information
Credit Information
Payment Method
REMARKS
Name of the customer.
Business organizations where the customer exists.
Street, City, State, Country, Postal code, etc.
Such as Net 30, etc.
Determines the G/L account for customer sub-ledger.
Different dunning levels and different formats of dunning letter.
Credit limit.
Default payment method for this vendor, such as EFT, check, EDI, etc.
Source List Sample Data Elements
DATA
Vendor
MID
Organizational Data
Price
REMARKS
Alphanumeric key that uniquely identifies a vendor.
Material Identifier.
Business organizations where the pricing is maintained for the vendor.
Price for the material when it is ordered from this vendor.
Physical Lab Requirements
The following are the physical workspace, hardware, software and technical infrastructure
elements required to successfully complete the CRP.
Workspace Requirements








Two thousand square feet of physical workspace, divided into two major work areas
located at KPMG’s offices: Room CIS2 at the Broadband Solutions Center (BSC) and
Advanced Development Center 4 (ADC4) at the Tysons Tower.
Thirty-six work spaces with access to the following:
–
LAN connection;
–
Phones and voice mail (approximately two team members per phone);
–
Internet connection;
–
Filing cabinets;
–
White boards.
Additional workspace available outside the core team work areas in the Tysons Tower.
Office supplies including paper, pens, white board markers and erasers, folders, staplers,
paper clips, notepads and binders.
Access to four small conference rooms 12’ X 12’ (Tysons Tower). Access to two large
conference rooms 20’ X 20’ (one each at BSC and Tysons Tower).
Video conference capabilities (Tysons Tower).
Access to high speed photocopiers (Tysons Tower).
Three analog lines per work area (CIS2 and ADC4).
Physical Lab Requirements
Hardware Requirements

Two ERP Application/Database servers with 2 gigabytes (GB) RAM, 50 GB Hard Disk.

Two network switches for KPMG wide area network to BSC connection.

Non-dedicated T1 line.

One Print/File Server with dual 550MHz, 384 megabyte (MB) RAM, 9 GB Hard Disk.

One Web Server with dual 550MHz, 1.2 GB RAM, 18 GB Hard Disk.

PIX Firewall for T1.

Fully configured desktops/laptops for each VA employee including LAN capabilities.
Minimum configuration must include 266MHz processor, 128 MB RAM, 4 GB Hard Disk,
Windows 95, MS Office 97, Internet Explorer 4, anti-virus software, Tbase10/100 Ethernet
LAN card.

Two high-speed laser jet printers.

One fax machine.

One overhead projector (1024 X 768 resolution).
Physical Lab Requirements
CRP Technical Architecture Assumptions

The estimated number of concurrent users is 50.

This architecture is designed to support the CRP and therefore may not resemble the final
system design.

The CRP architecture may vary based on the COTS application selected.

Lead times for equipment setup are as follows:

–
Networking equipment: between two and three weeks;
–
Analog line installation at ADC site: between three and four weeks;
–
T1 line installation: between 45 and 90 days.
VA will provide:
–
Fully configured desktops/laptops for each VA employee;
–
Two laser jet printers;
–
One fax machine;
–
One overhead projector (1024 X 768 resolution).
Physical Lab Requirements
CRP Enterprise Resource Planning Software Assumptions



VA will provide:
–
ERP software application licenses;
–
ERP database licenses;
–
ERP package tools (configuration management tools, migration tools, etc.);
–
Bolt-on software packages as required;
–
Maintenance contract support for all licenses;
–
Anti-virus software for servers.
Software Vendor support:
–
Engineer implementation support;
–
Development support;
–
Help desk support.
VA will provide technical support for VA-specific configurations (laptops, PCs, etc.).
Physical Lab Requirements
CRP Technical Architecture Diagram
KPMG Tower CRP Facility
IS Work Stations
CPU - 266+MHz
RAM 128MB
HD 4GB
VA Provided HW
Desktops
Network Printers
Internet Access
CPU - 266+MHz
RAM 128MB
HD 4GB
Cisco
Network
Switch
100 MB LAN
PC Print & File
Development
PIX
Firewall
Production
Web Server
Cisco
Network
Switch
100 MB - Backbone
PC Print & File
NT OS
CPU - 500MHz PII
RAM 128MB
HD 6GB
Development
OS - UNIX
CPU - 4/400 MHz
RAM 2GB
HD 50GB
DDS3 Tape Drive
Production
OS - UNIX
CPU - 4/400 MHz
RAM 2GB
HD 50GB
DDS3 Tape Drive
Web Server
NT OS
CPU - 500 MHz PII
RAM 1.2GB
HD 30GB
Physical Lab Requirements
CRP Architecture Backup Strategy
To ensure data recovery in the event of a system or database crash, or other situations that
require the operating system or the database to be restored, the following backup strategy is
recommended:

Daily on-line database backups to be performed during a period of low system activity.

Weekly off-line database backups to be performed while the application is shut down.

Weekly system-level backups, excluding the database.

Daily system-level backups of the PC Print/File Server .
Physical Lab Requirements
CRP Environment Setup
As directed by the coreFLS Project Director, the physical lab environment will be staggered in
setting up the hardware and non-dedicated T1 with firewall.
Description
1 ERP Application/Database Server; 2 GB RAM, 50 GB Hard Disk
1 ERP Application/Database Server; 2 GB RAM, 50 GB Hard Disk
2 Network Switches for KPMG WAN to BBC connection
BBC Non-Dedicated T1
BBC Room - CIS2
1 Print/File Server; dual 550MHz 384 MB RAM, 9 GB Hard Disk
1 Web Server; dual 550MHz, 1.2 GB RAM, 18 GB Hard Disk
PIX Firewall for T1
July
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Aug
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Sept
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Oct
X
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Nov
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Dec
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CRP Project Organization Structure
Project Organization
Working together with VA, KPMG developed a CRP Project Organization Structure and the
accompanying roles, responsibilities and functional and technical resource requirements for the
successful completion of the CRP. The organization is divided into five functional teams, each
working with a specific coreFLS functional module. The teams are Integration Management,
Information Technology, Finance, Logistics and Facility Management.
Each functional team is managed by a functional team lead. A CRP team lead (the COTS
Adaptation Lead) manages the functional team leads and the overall CRP organization.
The primary roles within the Project Organization Structure are:
 COTS Adaptation workstream lead;

COTS Adaptation workstream scheduler;

Functional team leads;

Process owner representatives;

Functional application consultants;

Functional testers.
The initial outline and resource requirements for the CRP Project Organization are presented in
the following pages.
CRP Project Organization Structure
Resource Requirements
Success is contingent upon adequate staffing of the CRP with the appropriate resources. A
minimum of 19 VA personnel resources will be required, in addition to the KPMG team.
Essential requirements for these resources are:
 Empowered leadership;

Dedicated full-time resources;

Functional expertise across all business units;

The ability to quickly resolve functional or process issues.
Assumptions

CRP resource requirements may vary based on the ERP vendor selection.

A delay in the selection of the ERP vendor will negatively impact the Resource Plan.

Timely acquisition of VA resources to support the CRP effort.

A working partnership between VA, KPMG and the selected software vendor.
CRP Project Organization
Structure
COTS Adaptation Lead
COTS Adaptation Lead
VA - 1
COTS Adaptation
Workstream Scheduler
Integration Management
Lead
VA - 1
IT Lead
VA - 0
Change Management
VA - 1
Finance Lead
VA - 9
Role
COTS Adaptation Lead
COTS Adaptation Workstream Scheduler
Functional Team Lead
Process Owner Representative
Functional Application Consultant
Functional Tester
Logistics Lead
VA - 5
Key
CAL
CAWS
FTL
POR
FAC
FT
Facility Management
Lead
VA - 2
CRP Project Organization
Structure
CRP Integration Team

Overview of functional responsibilities:
–
Development of integrated business scenarios;
–
Development of test scripts;
–
Planning and execution of CRP activities.
Integration Lead
POR (VA) -1
Integration Team
Member
IntegrationTeam
Member
CRP Project Organization
Structure
CRP IT Team

Overview of functional responsibilities:
–
Support hardware operations for the CRP;
–
Develop and execute backup procedures;
–
Configure system based upon workflow requirements;
–
Ensure sufficient program controls and adequate distribution of workload;
–
Support resolution of issues developed during the Fit-Gap Analysis.
IT Lead
Database Administrator
Workflow
Program Lead
Document Management
CRP Project Organization
Structure
CRP Finance Team

Overview of functional responsibilities:
–
Configuration of financial management COTS system;
–
Participate in script development and execution;
–
Support resolution of issues developed during the Fit-Gap Analysis.
Finance Lead
POR (VA) - 1
General Ledger
FT (VA) - 2
Budgeting
FT (VA) - 1
AP and AR
FT (VA) - 2
Asset Mgt.
FT (VA) - 1
Costing
FT (VA) - 1
Grants
FT (VA) - 1
Program Analyst
CRP Project Organization
Structure
CRP Logistics Team

Overview of functional responsibilities:
–
Participate in the development of test scripts;
–
Configure contract management module of COTS system;
–
Configure purchasing module of COTS system;
–
Configure inventory management module of COTS system;
–
Support resolution of issues developed during the Fit-Gap Analysis.
Logistics Lead
POR (VA) - 1
Contracting
FT (VA) - 1
Purchasing
FT (VA) - 2
Inventory Mgt.
FT (VA) - 1
Program Analyst
CRP Project Organization
Structure
CRP Facility Management Team

Overview of functional responsibilities:
–
Configure project management module of COTS system;
–
Configure maintenance module of COTS system;
–
Participate in the development of test scripts;
–
Support resolution of issues developed during the Fit-Gap Analysis.
Facility Management
Lead
POR (VA) - 1
Maintenance/Project
FT (VA) - 1
Program Analyst
CRP Project Organization
Structure
Phasing of CRP Team Members

The success of the CRP is dependent upon sufficient and knowledgeable staff.

Given the projected workload of the CRP, a phased staffing approach can be employed
but may increase project risk. The staging of this workforce is as follows:
–
COTS Adaptation Lead
–
Process Owner Representatives
–

Integration

Finance

Logistics

Facilities Management
Functional Testers

Finance

Logistics

Facilities Management
Roles and Responsibilities
The CRP team has been assigned a Government lead (the COTS Adaptation Workstream
Lead) and a contractor lead. The CRP will be staffed with both Government and contractor
personnel depending on the specific functional requirements. The roles and responsibilities of
each CRP team member are identified as follows:
Role
COTS Adaptation Lead
Responsibilities












Report directly to the coreFLS Project Manager
Manage and execute all COTS Adaptation workstream activities
Manage human and financial resource needs of COTS Adaptation workstream;
report all human and financial resource needs to Project Administration lead
Maintain COTS Adaptation Schedule including workstream functional and
organization WBS
Manage all workstream milestones
Develop and manage all COTS Adaptation management policies
Develop and maintain Conference Room Pilot (CRP) Plan
Manage all Pre-CRP, CRP, and Post-CRP activities
Manage all workstream control and reporting procedures including submission
of status reports to Project Administration workstream
Develop, execute and manage workstream budget
Manage and report on workstream Risk Management Plan
Manage all workstream communications in accordance with project
Communication Plan; provide input to Communication Plan as needed
Roles and Responsibilities
Role
Responsibilities
COTS Adaptation Workstream  Report to COTS Adaptation lead
Scheduler
 Update the COTS Adaptation workstream schedule
 Submit all COTS Adaptation workstream schedule updates to the coreFLS
Project Scheduler for incorporation into the Integrated Master Schedule
 Follow all procedures outlined in the Schedule and WBS Maintenance Guide
Functional Team Leads








Process Owner
Representatives
Report to COTS Adaptation lead
Coordinate the preparation and execution of test scripts
Resolve issues identified for functional area during CRP testing
Oversee the design, configuration, adaptation, and testing of the coreFLS
software
Ensure documented test results are entered into the Test Case Summary
Track and coordinate all changes to the CRP environment
Provide team participation with other functional areas for the preparation and
execution of cross-functional test scripts
Participate in Wrap-Up and Review Sessions
 Report to COTS Adaptation lead
 Support development of test cases that provide comprehensive and effective
coverage of all reasonable aspects of functionality
 Validate results (sources, inputs, outputs) are properly documented and can be
audited
Roles and Responsibilities
Role
Responsibilities
Process Owner
Representatives (continued)
 Review the impact of any issues raised and assist in their resolution
 Sign off on all test cases via the completed worksheet before submitting to the
Functional Team lead
 Validate new business procedures that were identified during the test case
development or during the CRP process
 Sign off on the results, conclusions and recommendations of the CRP
 Participate in all Wrap Up and Review Sessions
Functional Application
Consultants
 Assist with the design, configuration, adaptation, and testing of the coreFLS
software
 Provide advisory support in the development of the functional test scripts
 Provide first level of support to resolve all testing issues
 Assist in the execution of test scripts during CRP
 Provide assistance to determine the resolution of a failing test case
 Assist in changing the business processes and procedures
 Change the system functionality via COTS configuration changes
 Track and manage all required application setup changes to the Gold
Environment
 Coordinate all communications and activities with COTS support
 Track and manage test problems (e.g., bugs) using Problem and Issues Log
Roles and Responsibilities
Role
Functional Testers
Responsibilities

Provide functional expertise in support of design, configuration and adaptation
of COTS software
 Develop test scripts to be executed during CRP
 Execute targeted test cases
 Validate new business procedures that are identified during test case
development or during the CRP process
 Validate and document all test case results via test case worksheet, summary
log and/or problems or issues database.
 Work with Module Support resource and Process Owners to resolve test
problems
 Sign off on all test cases via signing the completed worksheet before final
submission to Process Owners
Note: Functional Testers and Process Owner Representatives may be same person
Administration
The CRP Project Control Procedures document provides basic standards and processes for
consistent management and tracking of the CRP Project. The document outlines project
management procedures required for a successful CRP, including:

Status reporting;

Issue management;

Scope change management;

Schedule management;

Document configuration management;

Network server access and management;

System enhancements.
Each team member should be given a copy of the procedures prior to starting on the Project.
The complete CRP Project Control Procedures document is provided in Appendix C.
Change Management
A change management lead will document potential process changes that may be identified
during the CRP. The change lead will:

Work with VA personnel and the CRP team to identify and document the system’s potential
impact to roles and responsibilities.

Identify the scope of the organizational change to be managed during coreFLS build and
deployment.

Participate in planning change management activities for the next phase of the coreFLS
Project.

Communicate all change management issues and activities to the VA organization and the
coreFLS team.
The change management lead will document all projected changes in a matrix listing
potential issues for each key area and their respective risk rating and impact. The matrix will
be used to create a comprehensive strategy for addressing and managing change, and
gaining buy-in from all involved users and stakeholders during build and deployment. This
strategy will be created in accordance with the coreFLS Organizational Change Management
Plan (an Appendix to the coreFLS Project Management Plan) and may entail staging team
building activities, conducting workshops and ensuring VA personnel are actively involved in
system design and implementation.
Change Management
Example Process Change and Issues Matrix
Organizational Change Management
Process Change and Issues Matrix
PROCESS CHANGE
Integration Management
IT
Finance
Logistics
Facility Management
POTENTIAL ISSUES
RISK RATING
IMPACT
Communications
In accordance with the coreFLS Project Communications Plan provided in the index of the
coreFLS Project Management Plan, the primary method of communication throughout the CRP
will be in the form of status meetings and reporting. Complete meeting and reporting
procedures are outlined in the CRP Project Control Procedures provided in Appendix C.
Meetings
Each functional team lead is responsible for holding a weekly status meeting with the team.
The meetings will follow a standard agenda and cover progress against plan and schedule,
scope changes and new and open issues. The team lead will designate one team member to
document all meeting results in formal meeting minutes.
Reporting
Functional team leads will use the weekly status meeting minutes to compile a weekly
functional team status report that will be forwarded to the COTS Adaptation workstream lead for
incorporation into weekly COTS Adaptation Stoplight Charts and Biweekly Status Reports.
Training
The KPMG CRP team will exercise on-the-job end-user training for all VA team members. VA
personnel participating in the pilot will be paired with a KPMG subject matter expert in their
functional area for the duration of the CRP. The subject matter experts will guide VA personnel
through the pilot and testing activities.
VA team members will be active participants in the entire CRP process. Team members will
write and execute test scripts and perform actual system testing and evaluation. Members will
also be involved in all aspects of documentation, reporting and issue management and
resolution. This intense involvement will provide an on-the-job classroom that trains VA
personnel to properly execute system transactions. Following involvement in the CRP, VA team
members should have a solid understanding of coreFLS, particularly related to their individual
functional area, and be able to execute transactions within their functional area.
Critical Success Factors
The success of the CRP is dependent on several crucial events. Failure to achieve any of the
following key factors can result in schedule slips, scope changes, and altered resource
requirements.
The CRP critical success factors are:

Timely acquisition of resident VA functional knowledge experts;

Timely vendor selection;

Supporting infrastructure (VA-provided laptops, printers, fax machine and overhead
projector);

Acquiring Sample/Master data from VA.