The document outlines the organization chart and role descriptions for an HRIS project team implementing a new HRIS system, including positions for a project manager, advisory board, procurement manager, user assistance manager, business analyst, platform technology leads, engineers, database administrator, quality assurance leads, and testers. Communication and stakeholder management plans are also discussed.

1. Project Roles & Communication Plans
HRIS with ESS Project
GenRays
April Drake, Project Manager

2. Contents
Part A: Organization Chart.......................................................................................................................................................................................................3
Part A1: Role Descriptions...................................................................................................................................................................................................4
Project Manager..............................................................................................................................................................................................................4
Advisory Board................................................................................................................................................................................................................5
Procurement & Vendor Manager.....................................................................................................................................................................................5
User Assistance Manager.................................................................................................................................................................................................5
Business Analyst..............................................................................................................................................................................................................7
Platform Technology Team – System Architect and Engineering Lead.................................................................................................................................7
Platform Technology Team – Engineer #1 (Hardware & Infrastructure Engineer).................................................................................................................8
Technology Team – Engineer # 2 (Database Analyst & Administrator, DBA) ........................................................................................................................9
Quality Assurance (QA) Team - Test Lead..........................................................................................................................................................................9
QA Team – Members #1 and #2 .....................................................................................................................................................................................10
Part A2 and A2a: Team Member Recommendations & Justifications....................................................................................................................................10
Part B:..................................................................................................................................................................................................................................13
Power Grid and Stakeholder Identification Matrix...............................................................................................................................................................14
Part B1:............................................................................................................................................................................................................................14
Part B2:............................................................................................................................................................................................................................19
Part B3:.........................................................................................................................................................................................................................21
Part C:..................................................................................................................................................................................................................................24
Sponsor, Principal Leadership, Project Team Members .......................................................................................................................................................24
Project Team Members, Principal End-Users......................................................................................................................................................................25
Non-Principal Internal End Users .......................................................................................................................................................................................25
Externals..........................................................................................................................................................................................................................26

3. Part A: Organization Chart
The candidateprovidesanHRIS ProjectTeam organizationchart,withsufficientdetail,showingthepotentialpositionsneeded tocompletethe project.
Key: Green represent GenRays Leadership/Executive stakeholders. Yellow represent ProjectTeam Roles.

4. Part A1: Role Descriptions
This section providesarole descriptionfor eachof the 11 positionsdepictedin theTeam OrganizationChart,intermsof the tasksthatare directly associatedwith
a given position.Also,a descriptionof howeachpositionrelates to otherpositionsonthe ProjectTeam is discussed.
Project Manager
Specificresponsibilitiesfromthe WBSinclude:
 DevelopProjectCharter, workwithkeystakeholderstodevelop ProjectManagementPlan(PMP)
 Assemble materialsandconductPhase orMilestone ExitReviewswithleadership
 Obtainssignoff andapprovalsforprojectdeliverablesandphase transitions
 ConductCommunicationstoall stakeholdersaccordingtotheirdefinedneeds
 Drivesweeklystatussync
 Manages all projectRisksandChange Requests
 Drive and contribute contentforWeeklyStatusMeetings,PhaseExitReviews
 Participate inLessonsLearnedactivities
 Manage and escalate Risks,updatesIssues,and escalate orsubmitChange Requests toAdvisoryBoard
 ConductProjectSuccessAnalysisduringClosingPhase usingKPIs
The ProjectManager (PM) drivesall projectplanningandmanagesall aspectsof the day-to-dayprogresstowardscompletingprojectdeliverableswiththe
ProjectTeam. He or She reportsto the ProjectSponsor,andworkswithotherstakeholdersandSMEsto mine the LessonsLearnedandbestpracticesdatafrom
past projectsandothersources,that shouldbe followedforsuccessful projectplanningandexecution.
The Projectcharter and PMP outputsserve asthe inputsforotherteam members’deliverables,inordertoguide successfulplanning,executionand closingexit
criteria(includingBusinessRequirementsDocuments,VendorBidProposal,CostManagementPlan,Scheduling,etc.)
The PM interfaceswithall otherrolesinthe ProjectTeamasnecessaryinorderto drive progresstowardmeetingobjectiveswithinbudget,onscheduleand
withinscope.
The PM managesall stakeholderexpectationsandcommunications,includingescalationof anyissuesthatjeopardize the project’sabilitytomeetobjectivesona
day-by-daybasis.Thisincludeschangestobaselineresourcing,conflictmanagementandresolution,andunforeseenrisksandissuesencounteredduringproject
execution.
At keymilestones, the PMgeneratesReportsforthe Executive Leadershipthatdetail all projecthighlevel/keyaccomplishments,challenges,risksand alsoa
budgetvsexpendituresanalysis.Thisreportwill be presentedinthe Phase Exitmeetingsinorderforthe Executive Leadershiptoapprove progressingtothe
subsequentprojectphases(Initiation,Planning,Execution,andClosing).
The PM drivesprocuringall signoffsandapprovalsforanyChange Requestsnecessary,withthe AdvisoryBoardandotherkeyproject stakeholdersas
appropriate.

5. Advisory Board
Specificresponsibilitiesfromthe WBSinclude:
 Provide counsel intoProjectCharterand PMP, includingHRManagementPlan,RiskManagementandStakeholderManagementPlans.
 ReviewandProvide SponsorRecommendation of Phase orMilestone ExitsReviewsandChange Requests
The AdvisoryBoardconsistof keyleadershipanddesignatedstakeholdersacrossthe organizationidentifiedbythe ProjectSponsorandotherkeystakeholders,
inorder to assistthe PMin activitiessuchassettingof the high-level objectives,scope andresourcingforthe projectinthe ProjectCharter,andassistwith
creationof Change ManagementPlanaction.
The Board doesnot reportto the PM, but rather servesasadvisoryuponrequest.The ProjectSponsoristhe Authorityforthe Charterand PMP.
The AdvisoryBoardwill serve aschampionof the projectobjectivestothe organization,andserve asa strongadvocate forthe projectwithotherstakeholdersin
the organization,andwill be consultedbythe PMandthe ProjectTeamas necessaryinorderto overcome challengesduringanyrelevantprojectactions.
The AdvisoryBoardwill helpfleshoutthe finerdetailsof the BusinessRequirementsDocuments(BRDs) andmustbe consulted foranychangestothe baseline
of the projectafterApproval of the PMP,throughofficial executionof Change Requests.
Procurement & Vendor Manager
Specificresponsibilitiesfromthe WBSinclude:
 ConductMarket ResearchonHRIS systemsandVendors
 ConductVendorBidProposal andAnalysis
 Create Vendorandsupportingsoftware recommendations
 Conductall procurementsforSystem,VendorTechnical Resources,IMSSystem,includingcontractsandlicensing
 Attendandcontribute contentforWeeklyStatusMeetings,Phase ExitReviews, andLessonsLearned
 Manage and escalate Risks,updatesIssues,andsubmitChange Requests forareasof ownershipforsignificantdeviationsfrombaseline toPM
The Procurement& VendorManager(PVM) reportstothe PMand workswiththe PMin orderto create the ProcurementsManagementandCostManagement
Plans.He or She takesthe Charter,ProcurementPlanandBRDsas inputsduringthe VendorBidRequestprocessandVendorSelectionphase.Theyworkwith
the PM to make VendorRecommendation,whichwill serveasinputintothe Technical RequirementsDocumentation(TRD) andTechnical Recommendations
Documents.
The PVMservesasprimarycontact forVendorandotherprocurementcontactsintothe ProjectTeam.Theysubmitsweeklystatus toPMof all expenditures,
priorto the weeklystatusmeetings,inorderthatleadershiphasvisibilityinhowthe projectismaintainingordeviatingfrombaseline.He orShe submitschange
requeststoPMas appropriate forany significantdeviationsfrombaseline.
User Assistance Manager
Specificresponsibilitiesfromthe WBSinclude:

6.  Administrationof the InformationManagementSystemusedbythe ProjectTeam
 Surface Reporting,RiskRegisterandothercurrentprojectartifactsinthe IMS ona biweekly(2x perweekor more) basis
 Manage Trainingplanandrolloutcollateralsandeventsincluding
o FAQfor UI
o Release Notesforreleases/hotfixes/patches
o Administrationdocumentation
o End-Userdocumentationincludingstep-by-stepuserguidesforeachrole impacted
 Facilitate obsoletedHRand Payroll role’sreorganizationwithleadershipstakeholders
 ConductArtifactArchiving
 Attendandcontribute contentforWeeklyStatusMeetings,Phase ExitReviews,andLessonsLearned
 Manage and escalate Risks,updatesIssues,andsubmitChange Requestsforareasof ownershipforsignificantdeviationsfrombaseline toPM
The User Assistance Manager(UA) reportsto the PM andworkswiththe PM to create and maintainthe CommunicationManagementPlan.
Theyuse the PMP and ProcurementsPlanasinputsintothe CommunicationPlan.Theyuse the BusinessRequirementsDocumentation,Technical Design
DocumentationandQA ChecklistcontentasinputsintoTrainingplansandcollaterals.
UA workswithleadershiptodeveloptransitionplansforanyone inthe organizationwhosejobsmaybe impactedbythe move tothe newsystem(including
obsoletedjobroleslike redundantHumanResourcespresencesorPayroll administration).
UA workswithall teammemberstoensure reportsand projectartifactsare visible anaccessible IMSsystemaregular,consistentandfrequentbasis(several
timesa weekatleast).Theyalsointerface withthe Hardware andInfrastructure Technicianwhowillowninstallation,configurationandmaintenance of the IMS
system.
He or She will buildastrongtrainingplan includingcontentwhich ishighlydependentonthe outputsfromthe TechnologyandQA Teams,andwill alsorelyon
themfor assistance inreviewingforaccuracy anytrainingcollateralsandcontent,andalsowithtroubleshootinganytechnical problemsduringimplementation
phase.Assuch,theywill drive forproductionof the FAQforthe UI, usinginputfromthe technical stakeholders.
UA will have aparticularlyrelevantandcritical role inworkingtoallayanyconcernsandfearsthe overall organizationof hundredsof employeeswill have with
transitiontothe newsystem.
Theywill submitsweeklystatustoPMof expendituresandhighlightanydeviationsfrombaseline inareasof ownership.
Theywill alsosubmitchange requeststothe PMas appropriate.UA will alsodrive LessonsLearnedReview(s) duringthe Close Projectphase,andendtheir
dutiestothe projectby drivingoverall ProjectArtifactArchivinginthe IMSsystem,insucha way that the materialsare readilyavailableforreviewandscrubof
bestpracticesfor future GenRaysprojects.

7. Business Analyst
Specificresponsibilitiesfromthe WBSinclude:
 ConductScope and RequirementsManagementPlanningwithProjectManager
 Create all BusinessRequirements(BRDs) andRequirements TraceabilityMatricesneeded
 Reconcile final systemdesignandfunctionalityagainstbaselineBRDsat exitreviews
 Attendandcontribute contentforWeeklyStatusMeetings,Phase ExitReviews,andLessonsLearned
 Manage and escalate Risks,updatesIssues,andsubmitChange Requests forareasof ownershipforsignificantdeviationsfrombaseline toPM
The Business Analyst(BA) workswithkeystakeholderstounderstandanddiagramall currentHR, Payroll,Training,Performance Managementandother
relevantworkflowsandprocessesthatwill be impactedbythe transition.
Usingthe ProjectCharter,PMPand Interviews asinputs,definesdetailedBRDsforeachcomponentof the desiredsystem,andproducesWorkflowDiagrams
and detaileddescriptionsof all systemfunctionsfromthe pre-projectandpost-implementationperspectives,inorderthatstakeholderscanbetterunderstand
impactsto roles.Workscloselywiththe UA Manager inorderto ensure trainingcollateralstake intoaccountall impactedfunctions.
CreatesTraceabilityMatrix inordertoeasilycommunicate andreconcilesystemrequirementsagainstbusinessgoals,whichcanbe reviewedduringWeekly
StatusmeetingsandPhase Exits.
The BRDs andTraceabilityMatrix serve asinputsintothe Technical DesignDocumentation aswell asthe UA deliverables.The BA will workcloselywiththe
TechnologyandQA teamsin orderto assesscompletenessof the businessimpactanalysis.
Platform Technology Team – System Architect and Engineering Lead
Specificresponsibilitiesfromthe WBSinclude:
 Manages the workthe Technologyteamdelivers
 Planning
o SystemDesignandArchitecture
o Technical DesignDocumentation(TRD)
o TechnologyRecommendationstoleadership
 Executing
o Inventories
 Hardware
 Software
 Databases
 Otherrelevantcontentsourcesthatneedtobe migrated(excel spreadsheets,etc.)
o Installations
o Configurations
o Customizations

8. o Database and othercontentsource migrations
 Development
o Customizations
o eForms
 Implementation
o Trainingcollateralsreview
o Technical Support
 Closing
o LessonsLearnedparticipation
o Legacy systembreakdown
o IMS systemarchiving
o Post-productionSupportPlanning
As Lead,the PlatformTechnologyLeadreportstothe PMand servesasmainliaisonfortheirteamat weeklystatusmeetingsandatphase exitstoreporton
deliverables,aswell asthe principal contacttothe team forotherteam members.
Theywill assistwithTrainingcollateralsandplanningactivities,includingreviewingandcontributinginformationtothe BA andUA deliverables.
Theywill workwiththe PVMin orderto negotiate anyimplementationorpost-productionsupportrequirements.Theywill serveasthe primarytechnical
supportcontacts forany stakeholderinthe systemrequiringtechnical supportof the systemandas suchwill be askedtoproduce Service Level Agreementsto
the organizationforthe system.
The Platformand QA Team Leadwill be closelytiedthroughoutthe project,asthe outputsfromthe Platformteamwill serveasinputs tothe QA team,which
will assessstabilityandfunctionalityof the systemcomponentsthroughout.
He or she will attendweeklystatussyncandreporton progressagainstobjectives,manage andescalate Risks,updatesIssues,andsubmitsChange Requestsfor
any significantdeviationsfrombaseline foranyareasof ownership,toProjectManagement.
Platform Technology Team – Engineer #1 (Hardware & Infrastructure Engineer)
Specificresponsibilitiesfromthe WBSinclude:
 ConductHardware Inventoryand Technical Requirements
 Install, ConfigureandMaintainHardware & NetworkingInfrastructure forprojectincludingIMSsystem
 AssistwithTechnical Supportthroughoutprojectandpost-productionaccordingtoSLAs
The Infrastructure Engineerreportstothe PlatformLeadEngineer, workscloselywiththe othermembersof the PlatformTechnology Team,inordertoassess,
developandmaintainthe Hardware andInfrastructure environmentsforthe project,includingthe IMSsystem.He or She will alsointerfacedirectlywiththe QA
testteam,BA and UA membersinorderto ensure successfuldeliveryof theirdeliverables (Checklists,BusinessRequirementsandTraining/Releasecollaterals
respectively).

9. Theywill investigate andresolve anybugs thatQA or othersourceslog, andprovide firstline of supportfor infrastructure relatedissues duringandafter
implementation.
Theywill alsosubmitchange requestsif necessarytoEngineeringLeadforescalationtoProjectManagement.
Technology Team – Engineer # 2 (Database Analyst & Administrator, DBA)
Specificresponsibilitiesfromthe WBSinclude:
 ConductData ConversionRequirements
 ConductDB InventoriesandMigrations
 Customize Reportingmodules
The DBA reportsto the Lead Engineer,andworkscloselywiththe othermembersof the PlatformTechnologyTeaminordertoassessthe currentsourcesof
contentthat will be effectedbythe systemupgrade,conductthe migrationsandcustomize the reportingandanalyticsmodulesforGenRays.HisorHer work
will include troubleshootinganyDB or QA related bugsand issues,assistingthe BA withthe requirements,andensuringthe accuracyof the traininginformation
aroundDB usability.
The DBA will submitchange requestsif necessaryto EngineeringLeadforescalationto ProjectManagement.
Quality Assurance (QA) Team - Test Lead
Specificresponsibilitiesfromthe WBSinclude:
 Createscentralized,commonQA Checklistsforall componentsoncentral IMSsite,including:
o Server/Platformtesting
 DB validation
 Module/functional testing
 UI FAQs andEnd-userdocs
 Performance andStresstesting
o IntegrationTesting
o BuildVerificationtesting
 Createssupportplanincludingcodebase maintenancepolicy,androlloutprocesses
 Organizestestingapproachandassignsareasfortestingtotest teammembers,includinganyautomationrequirements
 Contribute tothe UI FAQs,Trainingmaterialsandeventsupport
 ReportingatkeyMilestonesandPhase Exits
 Attendweeklystatussyncduringall phases
 Manage and escalate Risks,updatesIssues,andsubmitsChangeRequeststoProjectManagement

10. The QA Test Leadreportsto the ProjectManager and workscloselywiththe QA teammemberstoassign,trackanddeliveraccordingtothe WBS deliverables.
As perlessonslearned,the QA teamwill workoff acommonQA checklisttoensure consistencyandcommunicationacrossthe team.The QA Lead will organize
thiseffortwithhisorher teamand ensure the checklistiscompletedpriortosignoff onthe executionphase beingrequestedbyleadershipfromthe PM.
The QA Lead will alsoownthe sustainedengineering(maintenance) processandpolicy,includingrollingoutthe processtosubmitbugsbyany usersof the
system. The QA leadwill alsoowndefiningthe Service Level Agreements(SLAs) withthe organizationforthe newsystem.
The QA Lead will interface withboththe TechnologyandUA managerstoreviewthe collateralsandprovidesupportfortrainingactivities.
The QA Lead will be the contactpointintothe QA testteamfrom the perspective of all otherprojectmembers.
QA Team – Members #1 and #2
The two QA teammemberswill reporttothe QA Leadand own reviewingforaccuracyand completenessand completingall rowsin assignedareafromthe QA
Checklists.
Theywill alsocontribute tothe completenessandaccuracy of the UI FAQsand any othertrainingcollaterals, asneeded
Theywill ownsubmittingbugsandperformregressiontestingof anyfixes encounteredbothpre andpostproduction.
The QA Team membersInterfacesmostdirectlywith the PlatformTechnologyteamonbuginvestigationsandtroubleshootingissuesencounteredbythe end-
usersof the systemduringtraining. Theyalsoprovide technical assistance duringtraining.
Part A2 and A2a: Team Member Recommendations & Justifications
Thissectionpresentsmyrecommendationsforteam memberassignmentstoeachpositionreflectedinthe Team.
Role: ProjectManager
Recommendation: April Drake
Justification:
April isan experiencedPMwhois alreadymemberof the ITteam,withmanyyears workingwiththe teammembersdirectlyandindirectlyandagood
understandingof project managementmechanics. April isavailabletoworkonthe project40 hoursperweekandisa memberof the IT organizationwhichwill
be directlybenefitingfromthe system,aswell assupportingthe systempost-production.

11. Role: AdvisoryBoard
Recommendations: Morgan, Rory Genhardt, Crystal Marshall, Connie Barnett,DarcyMartin, AshleyBurrici,Rylee Anderson,TylerGuerts
Justification:
The primarymembersinclude HRDirectorandVP,Payroll andIT DirectorLeadership,astheirteam’sroleswill be significantlyimpactedbythe HRISsystem
upgrade,andtheyneedtounderstandandhave influence inanychallengesand risksalongthe way,aswell have significantinputintothe objectives,resourcing
and constraintsof the projectinorder to alignwithotherprioritiesintheirrespectiveorganizations.
The Sponsoris the CEO Rory and he isheavilyinvestedinthisprojectdue tothe time savingsandcost savingshe feelsthe projectwill bringtothe GenRays
organizationwill be significant.
Morgan reportsto Connie Barnettwhoisthe VP of finance andtherefore akeyexecutive stakeholderinthe project.Thushe will have alotof supportfromher
to accomplishhisobjectivesinthe role.Morganwasalsothe PM for the recentlycompletedsuccessful financial upgrade systemoverhaul andtherefore will
have valuable knowledge topassonduringthe critical initiationandplanningphasesof the project(expertjudgement).He hasnoknownincompatibilitiesfrom
the recentproject.He has 8 yearswiththe companyand therefore hasgoodexperiencewiththe systemsfromanend-userperspective.At35hours/week
availabilityhe hiswell-equippedtofill thispart-timerole.Ashe isalsoengagedinProductEvaluationproject,he couldhelpwiththe HRISsystemvendorbid
analysisaswell.
Role: Procurement&VendorManager
Recommendations: Drew
Justification:
Drewreportsto Connie aswell whoasper above iswell investedinthe successof the projectandlikelywill keepDrew’sresourcesfocuse donthe successof the
projectobjectives.He hasbeenwiththe company5 years,well enoughtime tobecome familiarwiththe people,processesandsystemfromanend-user
perspective.DrewwasaTeam Lead inthe financial systemupgrade project,andhasa full 40 hoursavailabilityeachweekfor thisproject.Drewhasnoknown
incompatibilitiesfromthe recentproject. HisotherprojectisContracting,whichwellsituateshimfornegotiatingthe vendorandsoftware contractsnecessary
for the procurementsportionof the workload.Drewisunavailable inJulyandwill require the PMtofinda backup accommodationorstepinto fill the role
duringhisabsence.
Role: User Assistance &EducationManager
Recommendations: Devon
Justification:
Devon was a team member in the successful financial systemoverhaul project, and has been with the company 7 years, ample time to become
familiar with the processes and policies of the current HRIS systemand workflows. He has 30 hours available each week which should be enough
time for the workload. He has been shown to progress rapidly through the Forming, Storming, Norming and Performing stages of team
development with at least one previous Project Team member (Rylee) and has no incompatibilities. Devon’s other project is Training, so he should

12. be well equipped to handle the training duties for the role. Devon is unavailable in April, June and November for 1 week so will need backup or PM
to fill the role during his absence.
Role: BusinessRequirementsAnalyst
Recommendations: Rylee
Justification:
Rylee is the Site 1 Manager with over 100 employees and 10 direct reports, and so brings expert judgment from the perspective to the project.
Rylee and Devon work well together and in these roles will work together closely, as the BRD feeds into the deliverables to the UA & E Manager.
Rylee was a Team Member on the financial systemoverhaul and as such experienced working with a successful Project Team. Rylee has limited
availability which is mitigated by the narrow focus of the role and limited window of time needed to participate in project objectives. Rylee reports
to another strong executive advocate – the VP of HR Darcy Martin, who was keenly interested in the reporting and analytics and performance and
compensation features of the system.
Role: PlatformTechnologyTeam–SystemArchitectandEngineeringLead
Recommendations: Ashton
Justification:
Ashtonhasbeenwiththe company20 yearsand ismost likelyanauthorityinthe currentsystems,since histitleis“Design&TechSupport”.He reportsthrough
Darcy who isa strong advocate as perabove.He has a master’sinengineeringandcomputerscience andtherefore likelythe mostqualifiedforSystemArchitect.
He has goodavailabilityat30 hourseachweek.Hisotherprojectis“Design”,soagain,shouldbe consideredforhisexpertjudgmentasthe bestqualifiedto
designthe technical specificationsandrecommendationsforthe project.
Role: PlatformTechnologyTeam–Member#1 (Hardware & Infrastructure Technician)
Recommendations: Kendall
Justification:
Kendall hasbeenwiththe company9years,enoughto buildasolidfoundationof understandingof systemsfromanend-userperspective,alsohe isa
programmer,andtroubleshootssystems,so he shouldbe agoodtechnical candidate forthe Hardware and Infrastructure workof the Technologyteam
deliverables.He reportstoConnie B.,the VPof Finance,whoisa strong advocate of the newsystem,sohe shouldhave plentyof uppermanagementsupportin
accomplishingthe objectivesof the project. He isunavailableinJanuaryandFebruarysohisdutieswill have tobe schedul edforafterthistimeframe,andhe has
no conflictsafterthatthroughthe endof the project/calendaryear.
Role: PlatformTechnologyTeam–Member#2 (Database Analyst)
Recommendations: Dakota
Justification:

13. Dakota has a stronghistorywiththe companywith11 yearsemployment.He holdsaMaster’sdegree inengineeringwithastrongbackgroundinanalytics,so
wouldbe the ideal candidate forthe Database analysisandmigrationrolesof the TechnologyTeam.Otherthan3 weeksinAugustthathe isunavailable,he is
openforprojectwork.
Role: QualityAssurance (QA) Team - TestLead
Recommendations: Alex
Justification:
Alex has been with the company 11 years and is an HR employee reporting to Connie B., so should be well invested and supported in the success of
the project objectives. He was a Team Lead in the financial overhaul project so would make a good resource for Leadership role in the HRIS project
as well, so that he can bring his expert judgement to the team’s objective strategy. Not only does he manage training records, and thus will be
benefiting first hand in his day-to-day job functions, he also works on Data Analysis, so he is technical enough to fill the QA role, and can assist with
the Reporting and Analytics capabilities. Ales has been found to be highly compatible working with Ryan, who will be on his team.
Role: QA Team– Member #1
Recommendations: Ryan
Justification:
Ryan hasbeenwiththe company8 yearsand therefore shouldhave agoodgrasp onthe HRIS needsfromanend-userperspective.He workswell withthe Test
Lead,Alex,asshownbyhisperformance onthe financial upgrade project. He reportstoCrystal Marshall,whoisthe VPof Marketinganda strongadvocate of
the systemas shownthroughherinterviews,sohe shouldhave uppermanagerial supportthroughmeetingthe projectgoals. He usesaspreadsheettokeep
track of salesaddressesanddates,informationthatcouldbe gleanedfromthe LDAPDirectoryanddatabase integrationfeaturesof the newsystem,including
the PushCommunicationsrequirementsforMarketing,andthese are areashe coulddirectlycontribute totesting.He hasgoodavailabilityat30 hours a week.
Role: QA Team– Member #2
Recommendations: Cameron
Justification:
Cameron, although only being at the company 4 years, reports to Connie Barnett (VP of Finance, strong project advocate), in Accounting role, and
therefore should be keenly interested in the success of the project, and supported by upper management. The largest success factors involve
Payroll, and since Cameron was in charge of Payroll, should have a firm grasp on the workflows and potentially even HRIS systems available during
research phase. Cameron served as a Team Lead in the Financial Upgrade project and was found to be highly compatible already with one of his
previous Project Team members, so likely has good interpersonal and relationship skills to draw from in order to be successful in this project.
Part B:
Create a communicationplanforthe HRISproject

14. Power Grid and Stakeholder Identification Matrix
Key:
 External
 Manage Closely >KeepSatisfied >KeepInformed >Monitor
Role Type Membership Power Grid
Principal Internal Leadership Internal CEO, VPsof Finance,Marketing&Manufacturing,Directorsof HR, IT &
Accounting
HighInterest,HighPower
ProjectTeamMembers Internal AssignedProjectTeamLeads&Members HighInterest,HighPower
Principal External Leadership External HRIS VendorSelected HighInterest,HighPower
Sponsor Internal CEO Low Interest,HighPower
Non-Principal InternalLeadership Internal VPsof Distribution,VPEngineering&Research, all Directorsnot
mentionedin“Principal InternalLeadership”
Low Interest,HighPower
Principal External TeamMembers External All identifiedexternalvendorsthatwill receive bidproposals High Interest,LowPower
Principal Internal End-Users Internal Marketing,Finance &Manufacturingdepartments(non-executive) High Interest,LowPower
Non-Principal InternalEnd-Users Internal Distribution,Engineering&Researchdepartments(non-executive) Low Interest,LowPower
External EndUsers External Interns& otherexternal currentapplicants Low Interest,LowPower
Part B1:
Complete the attached“GenRaysCommunicationPlanTemplate.”
Completed Communication Plan Template
Key:
I = InformationOnly
C = Review&Comment
A = Review&Approve

15. Document
Author or
Originator
RequiredDateor
Frequency
Key Internal/
External
Stakeholders
Action Required
(I,C,A) Comments
Project FAQ Project Manager Throughout All Stakeholders C
A list on the company employee website (non-project specific, internal and
external versions) that outlines the project FAQs from the internal or
external viewer perspective.
Will grow to include the UI FAQs and links to other high level, broadly
available information like Company Newsletter project section or
Memorandums as the project progresses.
Includes a call to action inviting any stakeholder to contribute feedback or
ideas to the Project Manager via email.
Will be linked to from the IMS Project Team Website under “FAQ” link.
Project Kickoff
Meeting
Project Manager Initiation Phase Exit
Project Team Leads,
Project Team
Members, Principal
External Team
Members
I
Should contain detailed information for the Project Team Leads and
Members to understand what their and each other’s roles and
responsibilities are.
Introduces primary project stakeholders to high level project plans,
processes and resources (like the IMS Team Site, Project Organization,
Schedule, etc.) and introduces management expectations.
Serves as initial team building event for all primary stakeholders both
internal and external (vendor or contractors) to establish relationships and
trust between virtual team members.
The format will be a video conference, since the team is distributed across
a WAN, and the recording archived on the IMS Team Website allowing for
search and discoverability for any absent team members, leadership or for
general reference and distribution upon request.
Links to the content will be sent, along with Notes, by the Project Manager,
following the meeting, to the Team Leads and Members.
Work Performance
Progress - Routine
Vendor Status Sync
Procurement
Manager
Daily during Vendor
engagement
Vendor, Procurement
Manager
C
Vendor and Procurement Manager to have a daily or 2 to 3 times weekly
sync meeting over video conferencing or teleconferencing, or Instant
Messaging.
This meeting must be live, must be bi-directional communication and must
pull in any and all resources that are necessary from other stakeholders in
order to drive forward communications, to ensure accurate assessment
and understanding of status of all risks and issues, and performance
progress.

16. Document
Author or
Originator
RequiredDateor
Frequency
Key Internal/
External
Stakeholders
Action Required
(I,C,A) Comments
Notes from this meeting to be sent to the Vendor and Project Manager for
tracking, and archived in the IMS system under “Vendor Communications”
link.
Work Performance
Progress - Team
Weekly Reports &
Review
Project Manager Weekly on Tuesday
Project Team
Members, Project
Team Leads
C
Team Members to produce Project progress reports each week in
advance of GenRays general weekly status meetings which are held on
Wednesdays.
Project Manager to hold a weekly meeting to discuss these reports, which
detail progress against objectives for the week for every team member,
and include significant challenges (risks or issues with meeting baseline
objectives) or achievements (milestones met or expectations exceeded).
The primary reason for this meeting is not only integration management
focus, but also to form and deepen team bonds, in order to enhance
communications and trust between team members.
The format will include video conferencing since the team is distributed
across a WAN, and the recordings archived on the IMS Team Website
allowing for search and discoverability for any absent team members,
leadership or general reference.
Links to the content will be sent, along with Notes, by the Project Manager,
following the meeting, to the Team Leads and Members.
Work Performance
Progress –
Executive Bi-
Weekly Report
Project Management Bi-Weekly
Principal Internal
Leadership
C
Project Manager to prepare and present a report of the high-level project
information for leadership consumption.
The format will be an easy to read and consume report that clearly
summarizes the work performance progress data, presents the reader with
links to drill-down information, and makes any leadership asks clear.
The report data will be emailed to Sponsor and Principal Internal
Leadership, and archived onto the Project IMS Team Website, under
“Project Status Reporting” heading, allowing for search and discoverability
by any stakeholder upon request.
Work Performance
Progress -
Phase/Milestone
Exit Report &
Review
Project Manager
Monthly, or
Milestones Met
Sponsor, Principal
and Non-Principal
Internal Leadership,
Principal End-Users
I, C, A
Project Manager to prepare and present a summary project report of the
high-level project information for cross-organizational leadership and
principal end-user consumption. The review meeting will only include
Leadership, however the report will be sent to all stakeholders. A version

17. Document
Author or
Originator
RequiredDateor
Frequency
Key Internal/
External
Stakeholders
Action Required
(I,C,A) Comments
will be scrubbed and sent to appropriate external stakeholders as well,
including possible content to the Marketing website.
The format will be an easy to read and consume report that clearly
summarizes the work performance progress data, presents the reader with
links to drill-down information, and makes any expectations clear.
The report data will be emailed to all stakeholders, and archived onto the
Project IMS Team Website, under “Project Status Reporting” heading,
allowing for search and discoverability by any stakeholder upon request.
Risk & Issue
Register Updates
Any Internal Project
Member
As Needed/Daily
Updates
Any Stakeholder I, C
Will be managed in IMS Team Website as list, will be updated on daily
basis and monitored by Project Manager in order to assess when an
escalation to an Issue should occur.
High level data on this list to be discussed at weekly status meetings, in
the bi-weekly reporting to leadership, and also the milestone/phase exit
review meetings.
List to be surfaced from the Project IMS Team website under “Change
Requests” heading.
Change Requests
Any Internal Project
Member
As Needed
Sponsor, Principal
Internal Leadership
A
Will be managed in IMS Team Website as list, with restricted fields and
mandatory workflow to control the process to review, approve and
implement any project changes from baseline.
May include an impromptu meeting that include the affected stakeholders
in order to discuss and address. May result in an internal or external
memorandum if any significant changes from baseline are approved.
Changes to this list to be made promptly as data is presented. Updates to
this list to be discussed at weekly status meetings, in the bi-weekly
reporting to leadership, and very high level in the milestone/phase exit
review meetings.
List to be surfaced from the Project IMS Team website in a very visible
manner.
Internal or External
Memorandums
Sponsor or any
Executive Leadership
As Needed
Any Internal or
External Stakeholder
I
Used by leadership to communicate urgent, pertinent or high-level
information to any stakeholder or group of stakeholders, via email and/or
printed materials, internal or externally viewable website (including
possibly the Marketing website).

18. Document
Author or
Originator
RequiredDateor
Frequency
Key Internal/
External
Stakeholders
Action Required
(I,C,A) Comments
These will also made available on IMS project Team Website as high-
priority announcement for search and discoverability.
Could also come in the form of an impromptu conference call or video
conference call if required/requested.
Company
Newsletter Content
Sponsor As Needed All Internal I
To be created from other communication collaterals as needed and
decided upon by Sponsor and Leadership.
Used to distribute extremely high-level information on progress and
deviations from baseline, to all Internal stakeholders.
Project Close
Report & Review
Project Team
Leadership, Project
Manager
Closing Phase All Stakeholders I, C
This report and review format will vary to suit the needs of the different
stakeholders. In general, it should be powerpoint presentation and
meeting (at least for leadership and principal end users), in an easy to
read and consume report format, followed by a review meetings.
Versions of this report will reference the Lesson’s Learned artifact so that
subsequent projects may glean from best practices and avoid pitfalls
learned from this project.
This review will present mainly on these areas:
 Key functionality delivered
 Key challenges and how they were overcome
 Best practices gleaned from the project
 Immediate next steps
 Future possible/probably projects to add onto the functionality
The report data will be emailed to the respective stakeholder groups, as
well as archived onto the Project IMS Team Website, allowing for search
and discoverability by any stakeholder, or upon request or for future
project planning purposes.
Project Close Party Project Manager
Exit to Closing
Phase
Sponsor, Principal
and Non-Principal
Internal Leadership,
Project Team Leads
and Members,
Principal External
Team Members,
Principal Internal
End-Users
I
Project-themed celebration that all stakeholders internal and external are
invited to.
Serves as team morale and relationship building event, recognition and
reward to members for work in accomplishing goals and project objectives.
Event link, information, awards and/or pictures to be archived on the IMS
Team Website under “Morale” heading.

19. Part B2:
Explainthe informationandcommunicationneedsof keyinternal andexternalprojectstakeholdersyouincludedinthe GenRaysCommunicationPlanTemplate.
Roles What theyneed Whythey needit
Sponsor& Non-Principal
Internal Leadership
 To not be bombardedwithinformation onadailyor
weeklybasis;insteadtobe made andkeptinformedof
significantprojectprogressandperformance atcritical
milestonesmetandprojectphase transitions
 To be able toeasilyfindandretrieve high-level project
progress,performance and currentstatus reportsat-will
 To be engagedonlywhensignificantchallenges,risksor
issuesarise thatrequire executive levelactionto
overcome
 So they knowthatthe companyresourcesare well directed
 So they knowthatthe projectismovingforward ina
meaningful way
 So theycan focuson otherprioritiesunlessabsolutelycritical
 So theyunderstandthe roadmapondeliveryandcanprioritize
theirorganizationsresourcesaccordingly
 So theycan have inputintothe projectat critical junctions
Principal Internal
Leadership
 To be made andkeptinformedof projectprogressand
performance inatimelyandregularbasisthroughout
the projectlifecycle
 To be able toeasilyfindandretrieve high-level project
progress,performance andcurrentstatusreportsat-will
 To be able toassistquicklyinovercoming any
significantchallenges,risksorissues
 To not be surprisedbyanydata that flowsupto the
CEO or out to any othergroupof stakeholder(other
than ProjectTeamMembers)
 So they know thatthe companyresourcesare well directed
 So theyfeel they hadthe chance to contribute tothe overall
objectives
 So they knowthatthe projectismovingforwardina
meaningful way
 So theycan reviewandapprove of any significantchangesto
baseline thatrequire projectresource,scope ortimeline
changesto theirrespective organizationsresources
 So theyknowaboutany potential impactstootherprioritiesin
across theirorganizations
 So theyhave the opportunitytoswiftlyreconcileany
emergenciesorchallengeswithoutinappropriate escalationor
informationleakingtoexternalparties
ProjectTeamMembers  To knowwhat theirrole is,whattheirdeliverablesare,
and be able to plantheirworkeffectivelytakinginto
account all inputsandoutputsand dependencies
 To be able toquicklygainaccessto any project
resourcesinacross the Wide AreaNetwork(WAN),both
internal andexternal
 To be able tosubmittimelystatusreportsonprogress
for theirareasinan accessible manoracrossWAN
 So theyhave clarityonthe expectationsleadershiphave of
theirrole
 So theyhave a sense of securityintheirrole
 So theyhave goodcommunicationswithprojectteam
members
 So theyreceive recognitionandrewardsfortheirwork
 So theyhave buy-in,responsibilitytoandownershipof their
areas

20.  To be able tosubmit,viewandchange statuson risks,
bugs,and issuesencounteredthatimpacttheir
objectives
 To cross-referenceotherteammember’sprojectstatus
so that theycan ensure full integrationwiththeirown
objectivesandplans
 To have healthyrelationshipsestablishedand
maintainedthroughoutthe project andbeyond
 To be empowered,motivatedandrewarded
Principal External
Leadership
 To have clarityin whatisbeingaskedof themfor the
project
 To have a chance to participate inthe bidding
 To have a favorable contractnegotiatedandmaintained
 To be made aware of any changesto baseline that
affectthem
 To have a wayto communicate clearlyandpromptly
any risksto theirabilitytoaccomplishobjectivesand
have themdealtwithexpediently
 To be adequately compensatedwithoutdelayforwork
accomplishedasnegotiatedinthe workcontract(s)
 So theyhave the bestopportunitytocontribute theirtalentsto
the project
 So theyare set upto succeedintheircontractedobligationsto
the projectand are properlysupportedthroughout
 So theyare rewardedpromptlyandexpeditiouslysothatfuture
engagementsaren’tjeopardized
 So theyare able to supporttheirsystemefficiently
Principal Internal End-
Users
 To knowwhat the projectwill meantotheirjobs,now
and inthe future
 To have a roadmapthat will transitionthemefficiently
to the newsystemandworkflows
 To have theirfearsalleviatedwithrespecttoanyjobs
becomingobsoleted
 To be able tocontribute theirideas,workflowandother
needstothe project
 To knowwhat ishappeningwiththeirjobapplications
to otherjobsinthe company,theirtraining
certifications,andotherHRISand Payroll information
won’tbe “lost” inthe systemtransition
 To knowthat theirprivate informationiskeptsecure
 So theyknowhowthe project will impacttheirworkandlives
 So theyare comfortable withthe projectobjectives
 So theybuy-intothe projectgoalsand objectives
 So theyhave gainful andmeaningful employmentafterthe
project
 So theyhave a transitionthatiseasyand supported
Non-Principal InternalEnd-
Users
 To knowwhat the projectwill meantotheirjobs,now
and inthe future
 So theyknowhowthe projectwill impacttheirworkandlives
 So theyare comfortable withthe projectobjectives
 So theybuy-intothe projectgoalsand objectives

21.  To have a roadmapthat will transitionthemefficiently
to the newsystemandworkflows
 To be able tocontribute theirideas,workflowandother
needstothe project
 To knowwhat ishappeningwiththeirjobapplications
to otherjobsinthe company,theirtraining
certifications,andotherHRISand Payroll information
won’tbe “lost” inthe systemtransition
 To knowthat theirprivate informationiskept secure
 So theyhave a transitionthatiseasyand supported
External End-Users  To knowthat theirjobapplicationsdidn’tgetlostinthe
transitiontothe newsystem
 To be made aware of enhancedfunctionalityfor
GenRaysemployeesasa resultof the newsystem
 To knowthat theirprivate informationiskeptsecure
 So theywantto workat GenRays
 So theyare comfortable withthe projectobjectives
 So theyhave a transitionthatiseasyand supported
Part B3:
Discusshowthe informationyouandyourteamareplanningtocommunicatetodifferentstakeholdersabouttheHRISproject(e.g.,milestonesmet,current
projectstatus,issuesencountered) meetthestakeholderneedsyouidentified.
Roles How their needsare addressedand why
Sponsor& Non-
Principal Internal
Leadership
Rory,the GenRays CEO,is the ProjectSponsor,butalsothe highestranking memberof the GenRaysorganization,andtherefore should
not be botheredwithweeklyorevenbi-weeklyreporting,unlessaChange Requestmandateshe be broughtinvolved.
For thisreason,he islumpedintothe same communicationcategoryasNon-PrincipalInternal Leadershipinmostaspectsof the
communicationstrategy.
Sponsorand Non-Principal Internal Leadershipshouldonlybe consultedatmonthlyintervalswhenforecastingdatahasbeenproperly
assessed,andforcritical issues.
Thisstakeholder‘group’ shouldbe presenttorewardtheirorganizationforajob well done uponClose –andalsocontribute supportalong
the way as calleduponbytheirleadersandorganizationmembers.
Theyshouldreference the ProjectCharter,the MonthlyreportingandChange Requests,andalsoscrutinizethe CloseReportdata,inorder
to stay ontop of the progressof the projectwithouthavingitimpact/affecttheirdailylives,sotheycanfocus on otherhighpriority
business,companyandorganizational objectives.

22. Roles How their needsare addressedand why
Theyshouldhave easyaccessto drill downintothe finerdetailsof the statusof the projectif theywish,byhavingan easyto remember
and accessweb-basedIMSsystemwithTeamWebsite whichisreferencedheavilyinthe reportstheyare sent,andfromwhichtheycan
searchand locate easilyanyinformationregardingthe projecttheyprefer.
Principal Internal
Leadership
The HR, Finance,ITand Marketingdepartmentsare the Principal Internal Leadershipforthe projectandneedtobe keptinformedof any
significantprojectprogressandperformance inatimelyandregularbasisthroughoutthe projectlifecycle. Theyalso,however,have
significantotherresponsibilitiestomaintain,soinvolvingthemonmore thana bi-weeklybasis, isnotappropriate exceptforChange
Requestsandemergencies(liketeammembersnotgettingalong,andneedingmanagerial directiontoovercome).
Thiscategoryof stakeholdershouldbe able toeasilyfindandretrieve high-level projectprogress,performance andcurrentstatusreports
at-will,butalsodrill intothe finerdetailsasdesired. Thusthe projectIMS Team Website willbe heavilyreferencedintheiremail reports
so theycan pull whateverdatatheyneedeasily.
Thisgroup needstobe able to made aware of and quicklyaddressanychallengesformeetingthe objectivesof the project,andsothe on-
demandChange Requestreviewsormeetings,constantlyupdatedRiskandIssuesLists,weeklystatusmeetingarchive,and Bi-Weekly
reportingshouldkeepthemsubstantiallyengagedandaware of the data theycare about throughoutthe project.
One of the mostimportantcriteriaforthisgroup of stakeholdersisnotbeingsurprisedbyanyinformationaboutthe project fromexternal
(tothe ProjectTeam) sources(e.g.the CEOisaware of a risk to the projectthat theyare not, whichstemfromwithintheir organization).
It istherefore veryimportantthatpriortoany broad or high-levelcommunicationgoout,thattheyare made aware andgiventhe chance
to provide inputanddirection.The Bi-Weeklyreviewswiththisgroupshouldsuffice tokeeptheminformedof anythinggoingouttothe
broadergroup,since theyexclude the CEOaswell ascross organizational leadership(Non-Principal Internal Leaders).
ProjectTeam
Members
Thisstakeholdergroupneedstoclearlyunderstandandbe able toconveytoothersincludingtheirownleadership,what theirrole is in
the project, whattheirdeliverablesare,andbe able toplan theirworkeffectivelytakingintoaccountall inputsand outputsand
dependencies. Havingthe Kickoff meeting,aswell asanyPhase Transitionmeetings,willhelptokeepthisinformationcurrentandwell
understood.
The IMS distributedWAN systemwithintegratedTeamWebsite anddocumentSearchcapabilitieswill allowthemto quickly andeasily
share and tag theirprojectartifactsforintegrationmanagementandvisibilitytoall otherstakeholdersaccordingtotheir perspectives –
allowingforcross-reference of otherteammember’sprojectstatussothattheycan ensure full integrationwiththeirownobjectivesand
plans.
Theycan also easily gainaccesstoany projectresources throughInstantMessaging,VideoConferencing,email andthe phone.Theycan
and shoulduse these toolstomaintainconsistentstatuswithendusers,Vendors(aswiththe VendorSyncmeeting),andother
stakeholders,andarchivingthe Notestothe IMS Teamsite will be useful forreference.

23. Roles How their needsare addressedand why
The FAQ will be agood resource thatis inalignmentwiththe companystandards,whichwill allowthemtocommunicate information
more broadly,like TrainingCurriculumandSchedule,andUIFAQ.
Thisteam requireseffective leadershipandswiftchange control.The On-DemandChange processwill assistwithaddressingthisneed,
withworkflowsbuiltintothe Change Requeststhat ensure correctactionistakenand approved.Theywill have assurance of the status
and progressof theirrequests. The RiskandIssuesregisterwill alsoserve asagood resource forthemto track statuson theirfocusareas.
For the teamto be productive duringthisprojectandfuture projects,theyneedtoestablishandmaintainhealthyrelationshipsand
communicationchannels.Theyneedtoalsofeel empowered,motivatedandrewarded intheirefforts. The Kickoff meeting,Weekly
StatusMeetings,Phase ExitandReviewmeetings,On-DemandChange RequestMeetings,andthe ProjectClose Partyall helpwith
fosteringcommunications,trustandloyaltybetweenthe teammembersandtheirleaders.
Principal External
Leadership
The potential HRISvendorsrequire sufficientobjectivesdetailtomake anaccurate bidfor software andservicestheyoffer.
The chosenHRIS vendorwill needveryclose managementandquickresponse toanyissuesencountered,sothe daily,ormultiple times
perweeklyVendorSyncmeetingshouldaccomplishthis.Theyalsoneedtobe heldaccountable fortheiractionsandpromises,sothe
negotiatedcontracts,andNotestakenduringthe Syncmeetingshouldassist.
Theyneedtobe compensatedfairlyandtimely,sothe Close ReportwhichincludesCloseProcurementsdatawill addressthis.
Theyshould alsohave close tieswiththe projectteammembers,sothe moral eventsshouldinclude them,andtheyshouldbe given
recognitionandrewardinalignmentwiththe milestoneprogressasthe projectcontinuestoclose.
Principal Internal
End-Users
The internal end-usersof the systemneedto knowwhatthe projectwill meantotheirjobs,nowandinthe future,alongwiththe ability
to influencethe outcome.TheygainthisbyhavinganFAQmade broadlyvisible onthe companywebsite andviathe companynewsletter,
as well astargetedmemorandums(whichcanalsoservice external end-users).
These stakeholderswill require heavytraining,andtohave a solid roadmapthatwill transitionthemefficientlytothe newsystemand
workflows.The WorkPerformance Progress- Phase/Milestone ExitReportbeingpushedtothemdirectlyshouldaccountforthisneed
directly,whichshouldalsoservetoalleviate theirfears withrespecttoanyjobsbecoming obsolete.
These stakeholdersalsoneedtobe able tocontribute ideasandcritical workflowdatatothe project,one waythiswill be accomplishedis
by requestingtheirideasbe communicateddirectlytothe ProjectManager,asoutlinedinthe plan,asearlyinthe projectaspossible.
Internal MemorandumsandCompanyNewslettersectionsshouldaddresstheirspecificsecurityneedsandconcerns,inordertoupdate
themon critical matterslike datalossor roll-outtrainingdate changes,alongthe way.
Non-Principal
Internal End-Users
These end-userswill be the leastinvolvedorconcernedwiththe changes,butstillneedtobe keptinthe knowwithrespecttoimpacts to
theirjobsand lives.The Close Report,whichshouldoutline Immediate NextSteps(training),shouldaddressthisneed.

24. Roles How their needsare addressedand why
Theyshouldalsobe able to contribute ideas,andwillbe includedinthe call toactionfor anyone tocontribute ideastothe Project
Manager directly,toassistwiththeirfeelingsof buy-intothe project.
Internal MemorandumsandCompanyNewslettersectionsshouldaddresstheirspecificsecurityneedsandconcerns,inordertoupdate
themon critical matterslike datalossor roll-outtrainingdate changes,alongthe way.
External End-Users These end-userswill be the leastinvolvedorconcerned withthe changes,butstillneedtobe keptinthe knowwithrespectto specific
securityconcernsaroundtheircurrentsystempersonallyidentifiabledata. Theywill needtobe informedof anybreachesof securityor
lossof theirdata, and thiscan happenwithMemorandums,InternalorExternal,printedand/orelectronic,and/orCompanyNewsletters
to Internal only.
Part C:
Create a plan in which you document at least 5 topics that would be appropriate to present to the different group of stakeholders at the close of the
HRIS project.
Note:This plan may includedifferentreportformsandcontentfordifferentstakeholders.
Appropriate topicstoinclude inClose Reportstoserve the differentstakeholdergroup’sneedsare asfollows:
All Internal Leadership
Thiscontentis appropriate forleadershipinordertoassessthe projectperformance againstobjectivesandimpactstotheir organization.Bestpracticesshould
be includedinordertoensure the informationcanbe useful infuture projects,as well asa brief analysisof the impactsof future moduledelivery.
The format shouldbe a presentationandaone hourreviewmeetingthatthe ProjectManagerand Team Leadspresentthe content.
1. Reasonsforclosure
a. Contractual (the projecthassuccessfully completedandmetobjectives),vs.
b. Administrative (businessprioritychanges,budgetissues,lossof key personnel,qualityissues,etc.)
2. KeySystemFunctions
a. Changed
b. Added
c. Obsoleted
3. Changesor deviationsfrombaseline andreasons
a. Unapproved

25. b. Approved
4. BudgetReview
a. Include informationonoutstandingbillsandreservesrequired forpost-productionsupport,andperformance againstbudgetforecasts
5. Acceptance Review
a. Performance measurements todate andplannedtomeasure successof the projectagainstobjectives
6. LessonsLearned
a. BestPracticesand pitfallstoavoidinfuture projects
7. Reference toProjectRecordsArchive
a. Memos,Newsletters,Reports,MeetingNotes,VideoorTeleconference recordings,DataLists(Change Requests,Issues&Riskslogs)
Principal End-Users
Thisgroup shouldreceive informationthatfocusesonwhatisdeliveredfromthe majorjobworkflowfunctionsof the system, sincetheyare mostdirectly
impactedbythe system. It shouldincludewhatisonthe horizonfor future implementation andanyimmediatenextstepsliketrainingcurriculumandschedule.
A communicationfromseniormanagementshouldoccurinsteadof thiscontent,foranyAdministrativereasonforclosure.This informationbelowassumesa
contractual reason.
The format shouldbe a presentationandaone hourreviewmeetingthatthe ProjectManagerand Team Leadspresentthe content.
1. KeySystemFunctions
a. For Managers
b. For HR
c. For Payroll
d. For Marketing
2. Immediate NextSteps
a. Training
b. Cut-Over
c. Support& SLAs
d. SuccessMeasurements
3. What’son the Horizon?
a. Nextmodulestoaddor functionalitytodeliver
Non-Principal Internal End Users
Thisgroup will be servedwithaneasytoconsume andbrief summaryreportandnot official reviewmeeting,whichhighlights the followingandfocusesonthe
impactthe newsystemhasontheircurrentjobs(includinglinkstoTrainingCurriculumandcontent).The contentappropriate forthisgroupis:

26. 1. KeySystemFunctions andBenefits
a. For GenRaysEmployees
2. Immediate NextSteps
a. TrainingCurriculumandSchedule
b. Cut-OverSchedule
c. Support& SLAs
3. What’son the Horizon?
a. Nextmodules thatSeniorLeadershiphasidentifiedmaybe onthe horizon todeliver
Externals
Thisgroup ismanagedby HR and Marketingprimarily,andtherefore informationshouldbe presentedonthe website ortoany currentapplicantsregardingthe
impactof the systemchangestothemdirectly.
Alsoitwouldbe appropriate touse the newsystemtoattract newtalent,sohighlightingkeyfunctionalityconcerningthe benefitsof workingatGenRays
affordedbythisnewsystem.
These topicsshouldbe includedinthisreporting:
1. KeySystemFunctions
a. For JobCandidates
b. For GenRaysemployees
2. What’son the Horizon?
a. NextmodulesthatSeniorLeadershiphasidentifiedmaybe onthe horizontodeliver