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  • Enterprise Information Systems Financial Management  Human Resources  Student Administration Financial Management System (FMS) PeopleSoft Version 8.8 Upgrade Project Charter and Schedule Prepared by Enterprise Information Systems April 2004
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule HIGH LEVEL WORK PLAN FMS V8.8 Project Plan 2004 2005 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Plan Inst S/W, Exp conversion FSDVL Available Training Fit Gap Plan Upgrade Asst Year End Activities Build & Test BP Update Deploy Database Conversion & Technical Environment Management Project Management Business System Support, ICTS, INS Change Management ISSUED: April 2004 Page 2 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule EXECUTIVE SUMMARY Enterprise Information Systems (EIS) is pleased to present the Financial Management System (FMS) Upgrade Project Charter and Schedule. The FMS Upgrade focus is to improve services to the University community while maintaining our investment in PeopleSoft. This plan is the result of numerous meetings and discussions with administrators, staff, the Financials Operating Group, key users, and a review by an outside consultant. Work begins now with the upgrade to Version 8.8 occurring March 2005. Benefits of moving to FMS Version 8.8 include the following: Administrative Systems will be Web Based - FMS Version 8.8 is PeopleSoft delivered in pure internet (Web) architecture. FMS will have the same look and navigation as Human Resources and Student Administration systems. Both PC and Mac users will have access to FMS via Internet Explorer. Business Processes will be Simplified - The FMS Upgrade includes the initial implementation of Workflow. This enables introduction of Online Requisitions, Charge-Credits and other business processes where entry and approvals are done electronically. This is the start of a long-term effort to replace time-consuming, paper-based processes. Information Access and Reporting will be Improved - Access to information will be improved by: • A new Report Repository will simplify access to monthly reports by department end users. After closing each month, printer ready reports will be available through a simplified logon. • Using nVision, reports providing both high-level and drill-down to detailed data will be available. Currently FMS does not provide this type of higher-level reporting for management needs. • The Chartfield Configuration Tool allows us to configure the Chart of Account names, display length, and display order for our chartfields, in a way that is more intuitive for all of our users. • Other enhancements include simplified Purchase Order and Accounts Payable processing. • Legacy FRS based systems will be retired, while FMS modules not currently in production will be reviewed for future implementation. The resulting project plan is designed to deliver these and other improved services by leveraging the knowledge of our employees, supplemented by outside expertise to speed the upgrade process. This approach minimizes time demands placed on our employees while meeting the schedule and budget. Attention is called to the following overview of the planned work, schedule, resource needs, budget, and details: • The High Level Work Plan is presented on page 2; • The Staffing and Consultant Plan on page 6; and, • The Budget Plan on page 8. • The details of the FMS Upgrade Project Charter and Schedule starts with Findings found on page 9. Thank you for your review and support of this important project which supports the Vision and Strategic Goals of Central Washington University now and for the future. Donald Diebert, Director Enterprise Information Systems ISSUED: April 2004 Page 3 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule TABLE OF CONTENTS HIGH LEVEL WORK PLAN.....................................................................................................2 EXECUTIVE SUMMARY..........................................................................................................3 1. STAFFING AND CONSULTANT PLAN...............................................................................6 2. BUDGET PLAN.........................................................................................................................8 2.1 Upgrade – Existing Modules and Enhancements..............................................................................................8 2.2 Projected Funding Needs – New Modules........................................................................................................8 3. FINDINGS..................................................................................................................................9 4. PROJECT SCOPE..................................................................................................................10 4.1 Maintain Software Support..............................................................................................................................10 4.2 Expand and Simplify Information Access ......................................................................................................10 4.3 Standardize Administrative Systems - Retire FRS Based Applications..........................................................10 4.4 Simplify Steps and/or Workload.....................................................................................................................10 4.5 Determine which Remaining FMS Modules to Implement.............................................................................10 5. PROJECT DEPENDENCIES................................................................................................11 5.1 Availability of Version 8.8 Database...............................................................................................................11 5.2 Recurring Events.............................................................................................................................................11 5.3 Resource Availability......................................................................................................................................11 5.4 Integration with HRMS and SA Systems........................................................................................................11 5.5 Functional and Business Process Change........................................................................................................11 5.6 Chart of Accounts – No Changes....................................................................................................................11 6. PROJECT OBJECTIVES......................................................................................................12 6.1 Improve the University Community’s Acceptance and Use of PeopleSoft....................................................12 6.2 Simplify Steps and/or Workload.....................................................................................................................12 6.3 Improve Data Integrity....................................................................................................................................12 6.4 Expand and Simplify Information Access.......................................................................................................12 6.5 Enhance Training and Documentation............................................................................................................12 6.6 Define Long-Term Utilization Plan for All Financial Modules......................................................................12 6.7 Apply Operating Principles.............................................................................................................................12 6.8 Apply Enterprise-Wide Systems Goals and Objectives..................................................................................12 7. PROJECT RECOMMENDATIONS.....................................................................................13 7.1 Staffing............................................................................................................................................................13 7.2 Change Management.......................................................................................................................................13 7.3 Project Phases..................................................................................................................................................13 8. PROJECT APPROACH.........................................................................................................14 8.1 Delivery Strategy.............................................................................................................................................14 8.2 FMS Project Group..........................................................................................................................................14 ISSUED: April 2004 Page 4 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 8.3 Development Review Process.........................................................................................................................14 8.4 Project Structure and Governance...................................................................................................................14 8.5 Project Tools....................................................................................................................................................14 8.6 Project Budget Control....................................................................................................................................14 8.7 Project Status Reporting..................................................................................................................................14 9. ASSIGNMENTS AND RESPONSIBILITIES......................................................................15 9.1 Module Lead(s)................................................................................................................................................15 9.2 Subject Matter Experts....................................................................................................................................15 9.3 MIS Coordinator..............................................................................................................................................15 9.4 Functional Consultant......................................................................................................................................15 9.5 Functional Applications Specialists.................................................................................................................15 9.6 Technical Coordinator.....................................................................................................................................15 9.7 Technical Staff.................................................................................................................................................15 10. TRAINING.............................................................................................................................17 10.1 Training Matrix – Upgrade and Enhancement..............................................................................................17 11. PROJECT PLAN STAGES..................................................................................................18 11.1 Definition Stage.............................................................................................................................................18 11.2 Organization and Planning Stage:.................................................................................................................18 11.3 Implementation, Design and Prototyping Stage............................................................................................18 11.4 Development, Interfaces and Conversion Stage............................................................................................18 11.5 Implementation Stage....................................................................................................................................18 11.6 Post Implementation Stage............................................................................................................................18 12. APPENDIXES........................................................................................................................19 12.1 Appendix A: Recurring Events......................................................................................................................19 12.2 Appendix B: Issue Escalation Guidelines......................................................................................................19 12.3 Appendix C: Enterprise Information Systems – Director and Staff..............................................................19 12.4 Appendix D: New Modules – Future Planning.............................................................................................20 12.5 Appendix D: Project Plan Phases..................................................................................................................21 ISSUED: April 2004 Page 5 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 1. STAFFING AND CONSULTANT PLAN The following two tables project the work effort (days) required for the FMS Upgrade (including Enhancements) and the separate Position Control project. Included are functional and technical estimates, plus consulting. Each chart is listed by person with expected effort (days) by month. Upgrade and Enhancements - Current Modules Functional Staff 2004 2005 Name Dept Apr May Jun Jul Aug Se p O ct Nov De c Jan Fe b Mar Apr May Jun Total Carol Hill Accounting 1 1 5 1 8 Chris Huss Accounting 10 5 4 4 12 4 1 6 10 5 61 Eric Ledgard Accounting 1 2 4 11 12 6 10 5 2 53 Anna Fischer AP 2 4 7 12 4 2 10 5 2 48 Nancy Jo T utino AP 2 4 8 1 3 18 Kelly Minor Asset Mgt. 4 5 7 10 8 6 1 1 42 Brenda Mofford Budget 6 4 8 7 3 11 8 5 4 56 April Street CSS 1 1 5 1 8 Lisa Saucier FMD 3 3 5 1 12 Mickey Parker FMD 1 1 2 4 Christine Walter Purchasing 2 3 4 15 6 3 2 5 10 5 2 1 58 Jana KruckenburgStudent Fin. 5 5 2 12 Functional Days 13 18 27 56 68 31 17 37 61 31 1 12 0 0 8 380 Te chnical Staff 2004 2005 Name Task Apr May Jun Jul Aug Se p O ct Nov De c Jan Fe b Mar Apr May Jun Total Greg Coles All 5 5 5 5 5 5 5 4 39 Kim Black Support 1 1 2 T iffany Price DBA 17 3 3 3 3 3 10 10 52 T echnical Days 0 0 0 22 8 8 8 8 8 16 15 0 0 0 0 93 Enterprise Info. Syste ms 2004 2005 Name Task Apr May Jun Jul Aug Se p O ct Nov De c Jan Fe b Mar Apr May Jun Total Cec Calhoun T raining 20 10 10 40 T im McGuire Process 5 5 5 5 5 5 5 4 39 T ina Short Security 5 5 5 5 4 24 Russ Elliot All 5 5 5 5 5 5 5 5 10 12 12 10 5 3 2 94 EIS Days 5 5 5 10 10 10 15 15 40 32 30 10 5 3 2 197 Total CWU Days 18 23 32 88 86 49 40 60 109 79 46 22 5 3 10 670 Consultant/Contractor 2004 2005 Assignme nt Task Apr May Jun Jul Aug Se p O ct Nov De c Jan Fe b Mar Apr May Jun Total Certified Install T ech. 10 10 Fit & Gap Func. 10 20 20 20 10 80 DBA Assist. T ech. 10 20 12 42 ISSUED: April 2004 Page 6 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule Position Control Functional Staff 2004 2005 Name Dept Apr May Jun Jul Aug Sep O ct Nov Dec Jan Feb Mar Apr May Jun Total Brenda Mofford Budget 8 10 5 4 2 29 Functional Days 8 10 5 4 2 0 0 0 0 0 0 0 0 0 0 29 Technical Staff 2004 2005 Name Task Apr May Jun Jul Aug Sep O ct Nov Dec Jan Feb Mar Apr May Jun Total Greg Coles All 5 10 10 5 30 T edd Hansen All 5 5 5 4 19 T echnical Days 10 15 15 9 0 0 0 0 0 0 0 0 0 0 0 49 Total CWU Days 18 25 20 13 2 0 0 0 0 0 0 0 0 0 0 78 Replacement of the legacy Position Control system is required in order to discontinue FRS and related programs. ISSUED: April 2004 Page 7 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 2. BUDGET PLAN 2.1 Upgrade – Existing Modules and Enhancements The FMS Upgrade project is budgeted within EIS project funds available in support of all PeopleSoft systems. * NOTE: The major variable is the availability of in-house DBA support. Currently, ITS is in the process of hiring a new DBA position. If this position is filled, the need for outside DBA assistance may be reduced or eliminated. 2.2 Projected Funding Needs – New Modules The FMS Upgrade Project Plan scope includes defining for future implementation, new modules (Budgets, Inventory, Projects and Receivables) which are currently owned by the University, but not in production. If a decision is made to implement any or all of the new modules, that will require separate funding in the future. ISSUED: April 2004 Page 8 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 3. FINDINGS The first draft of the Upgrade Project Charter was released early last fall. After its release, various meetings, trainings, workshops and discussions were held to respond to the following. As of April 2004, the following is a status report by subject: •The Project Scope, Dependencies and Objectives have been reviewed and accepted; •The Project Approach (Phases and Timeline) will be focused, where staffs are asked to assist on the project for specific and limited amounts of time. The goal is to limit the impact on day-to-day work and the difficulty providing adequate backfill for all positions. •The project staffing will be primarily internal, with some external consulting. Key is the use of external consulting resources to provide functional knowledge and assist with development of an strategically planned upgrade roadmap; •The Project including Staffing, Training Needs, Issue Management and assignments has been updated.; and, •A revised budget estimate has been presented to the VP for Business and Finance. Key recommendations include: •Theproject should be conducted in three phases: Phase I – Upgrade of Existing Modules, Phase II – Enhancement of Existing Modules, Phase III – New Modules; •The FMS Upgrade is necessary for the Asset Management, General Ledger, Payables and Purchasing Modules currently in production to maintain our software investment; •As part of the upgrade to existing modules, enhancements will be identified and implemented during or upon completion of the upgrade itself; •The determination whether or not to implement the remaining modules will be held until after the initial upgrade is complete and for a new fiscal year; •Central will rely primarily on internal resources to staff the project; •The timeline has been revised due to hardware and resource availability to begin January 2004, with a completion date of March 2005, for upgrading existing modules; and, •A comprehensive cost and resource estimate (including any backfill) will be complete for Cabinet approval prior to beginning the project. ISSUED: April 2004 Page 9 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 4. PROJECT SCOPE For the FMS Upgrade, the following Strategic Business Drivers have been identified. 4.1 Maintain Software Support PeopleSoft Financials 7.5 is fully supported with maintenance updates through December 2004. The University must upgrade to Financials 8.8 to maintain our long-term investment. The software architecture has significantly changed as PeopleSoft moved to a Web-based product. Moving from Financials Version 7.5 (client-server) to Version 8.8 (Web-based) will place all PeopleSoft systems on the same architecture, simplifying support and efficiency. 4.2 Expand and Simplify Information Access In support of “Transforming the University: Vision 2003,” emphasis is placed on implementing greatly improved information access. Key initiatives include: •Emphasis on development of an information access and reporting strategy for FMS and related data; •Pushing out “reporting” training and tools to a wider group of key users, thus expanding data access for decision support; and, •Exploring available PeopleSoft technology to simplify distribution of reports. 4.3 Standardize Administrative Systems - Retire FRS Based Applications As part of the FMS Upgrade, Central should eliminate maintaining financial systems not integrated and/or based on the PeopleSoft architecture. This would improve support (more technical staff with PeopleSoft or related skills), improve efficiency (fewer “different” systems), and simplify maintenance (similar software tools). The University continues to operate the legacy FRS system to support ancillary applications (primarily the Work Order System and Position Control). As part of the FMS Upgrade, replacement of these ancillary systems would improve efficiency and reduce costs. 4.4 Simplify Steps and/or Workload Identify and implement additional PeopleSoft functionality (example: Online Requisitions, improved End User Navigation) to simplify entry, processing time and workload associated with transactions. 4.5 Determine which Remaining FMS Modules to Implement There are four modules owned by Central that have not been implemented; Billing, Budgets, Inventory and Projects (see next page for additional information). As part of the upgrade planning process, a decision whether to implement any or all of these modules is necessary. If a module is not implemented, CWU should evaluate renegotiating the software maintenance contract with PeopleSoft. ISSUED: April 2004 Page 10 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 5. PROJECT DEPENDENCIES Scheduling an upgrade is an optimization exercise. Numerous activities and issues impact determining the optimal available work schedule. This section identifies key scheduling issues that must be considered to develop a comprehensive upgrade schedule. 5.1 Availability of Version 8.8 Database Support for the Financials Version 7.5 – Service Pack 2 (SP2) ends 12/24/2004. Ideally, CWU would complete an upgrade to Version 8.8 within a few months of this date. Key is creation of an “exploratory” Version 8.8 database which would contain CWU objects and set up for Fit and Gap, training, and business process review. 5.2 Recurring Events Developing an upgrade timeline requires analysis of recurring events. Please see Appendix A for a chart that lists by system, events and dates that may impact the upgrade schedule. 5.3 Resource Availability Given the current budget situation, one-time funding for the upgrade is limited. The EIS Project Budget has allocated some funds for the upgrade. The project will be managed and resourced by CWU staff with some external resources. CWU staff identified in this plan must be available to work on the upgrade on the defined schedule. It is critical that management commits to support the project. 5.4 Integration with HRMS and SA Systems Day to day operations and project involving Human Resources and Student Administration systems will impact the FMS upgrade. Almost all technical resources are internal, thus limiting the number of staff who may be available to work on the FMS Upgrade due to the SA Project and previously planned work on HR. Additionally, a complex set up program maps the link between SA and FMS. This set up will change with implementation of FMS 8.8. A “quiet period” of time is required between SA go-live and the FMS go-live. 5.5 Functional and Business Process Change Unlike the recent HR Upgrade, the FMS Upgrade project will encounter functional change that must be accounted for in terms of business process change. The functional staff involvement may be significant, as we understand there is substantial functionality change especially for Payables and Purchasing modules. 5.6 Chart of Accounts – No Changes Based on earlier discussions, the current Chart of Accounts structure will not be modified until after the upgrade and related work is completed. Any major change to the Chart of Accounts should be incorporated at the start of a Fiscal Year. Where there is no impact, new Chart of Account values may be set up in support of the Performance Based Budgeting effort. ISSUED: April 2004 Page 11 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 6. PROJECT OBJECTIVES The following are criteria by which the university will measure the success of FMS Upgrade. 6.1 Improve the University Community’s Acceptance and Use of PeopleSoft The desired outcome is that University employees have an understanding of the capabilities of the PeopleSoft systems and believe that it is a useful toolset for doing their jobs. 6.2 Simplify Steps and/or Workload It is the desire of CWU to modify and/or change business processes to minimize workload for our faculty and staff. The PeopleSoft software is viewed as an enabler for this effort. 6.3 Improve Data Integrity Critical to the long-term planning efforts of the University is availability and access to quality and consistent data. The goal is consistent, reliable, and timely data that is accurate for University strategic and planning purpose, and external reporting. 6.4 Expand and Simplify Information Access Emphasis is placed on implementing improved information access. The focus includes: •Expanding information access with nVision to provide drill-down of data capability: •Pushing out “reporting” training and tools to a wider group of key users, thus expanding data access for decision support; and, •Using new PeopleSoft technology to simplify distribution of reports. 6.5 Enhance Training and Documentation As part of the FMS Upgrade, training and documentation are included as part of the scope. 6.6 Define Long-Term Utilization Plan for All Financial Modules Four (4) of the eight (8) Financials modules that were purchased have not been implemented. As part of the FMS Upgrade, define a long-term plan for implementation of unused modules. 6.7 Apply Operating Principles To achieve the goals and objectives set forth for administrative systems, and to provide a “guide” for the decision process, the following are key operating principles for maintaining, enhancing and implementing administrative systems: •Efficientlytransact University business by taking advantage of best practices with PeopleSoft applications (limiting modification to the software): •A Client-focused environment that fosters innovative ideas and flexible solutions to meet and exceed expectations; •Policies and processes that balance best practices, organizational needs, optimizes use of University resources, and are not simply based on existing business processes; and, •A community that values and acknowledges its members for their unique and diverse qualities, including disabled needs, ESL, and other considerations. 6.8 Apply Enterprise-Wide Systems Goals and Objectives When developing the Strategic Business Drivers for upgrading or enhancing administrative systems, CWU will strive to Enhance services, Improve efficiency; and Simplify processes. ISSUED: April 2004 Page 12 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 7. PROJECT RECOMMENDATIONS To accomplish the Upgrade Success Criteria, generally, the recommendation is to manage and resource the upgrade project internally with available University resources. 7.1 Staffing The following lists recommendations for managing resource needs and issues. Outside Assistance – The University will seek assistance to develop the Upgrade Plan (Roadmap), provide “fit and gap” knowledge and assistance from Version 7.5 to Version 8.8, and implementation support. Internal Staffing – The University has undertaken several PeopleSoft implementation and upgrade projects. With this knowledge and experience, University staff will plan and execute the project. Where significant involvement of a specific employee is required, backfill may be necessary for his/her position. Project Management –Enterprise Information Systems has primary project responsibility. The FMS MIS Coordinator has a key role in planning, development, and day-to-day progress of the upgrade. 7.2 Change Management Change management activities will be managed by the project team to ensure completeness, accuracy, efficiency and effectiveness of training, readiness activities and communications. End User involvement –The involvement of end users is required throughout the project. The team will proactively request specific skills and expertise to ensure the success and completeness of each phase. Upgrade versus Enhancement –It is important to understand that the upgrade of current modules is the first priority. Enhancements and new modules will be implemented as a second phase of the upgrade. Timeline – The project is expected to take fifteen months depending on the scope. 7.3 Project Phases The recommendation is for the project to be conducted in phases. Generally, a phase must be complete before work begins on the next phase. Three distinct phases are proposed: I.Upgrade – Existing Modules This is the upgrade of Asset Management, General Ledger and Payables/Purchasing modules, and the critical path for moving from Version 7.5 to Version 8.8. This phase also includes replacement of the Position Control. II.Enhancement – Existing Modules During this phase, enhancements to modules currently in production would be implemented. An example would be implementation of On Line Requisitions. III.Implementation – New Modules This phase occurs after completion of the upgrade and related enhancements. Modules not currently in production would be implemented during this phase. ISSUED: April 2004 Page 13 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 8. PROJECT APPROACH The following is the approach that Central will use to conduct the project. 8.1 Delivery Strategy The project will use a phased approach (see 7.3, Project Phases). This approach delineates between the upgrade effort and enhancement efforts. As the project plan is finalized, a staggered roll out for new modules and/or enhancements to existing modules will occur. 8.2 FMS Project Group Key to any project managed by the Enterprise Information Systems (EIS) office is creation of a dedicated Project Group. These individuals are key users of enterprise systems, have significant functional and/or technical knowledge and expertise, and can provide leadership and expertise in a major system implementation effort. 8.3 Development Review Process Central strives to minimize modifications to the delivered software. When a modification is proposed, a Development Review Process is applied to requests for customized processes, interfaces, pages and reports. A Development Review Committee reviews and issues a decision based on information from functional and technical staff. 8.4 Project Structure and Governance The FMS Upgrade Project will impact users from different divisions and units within a division. Collaboration, communication and coordination of the decision process will be critical to the timely completion of the project. Primary communication will occur between the Module Leads, MIS Coordinator, and Technical Coordinator with assistance from the EIS Director. If issues arise that cannot be resolved within this group, the Issue Escalation process will be applied to reach resolution. 8.5 Project Tools For planning, tracking and reporting purposes, the following proven software tools will be used. EIS will support maintaining these tools in conjunction with the project participants. CWU Trakker – The Trakker System permits entry of requests and issues with background information. This allows tracking of requests and issues throughout the project cycle. Microsoft Project – The detailed project plan will be maintained in Microsoft (MS) Project. This tool has been used previously and is currently used for the SAFARI Project. 8.6 Project Budget Control Management of the project budget will be the responsibility of the Enterprise Information Systems office. 8.7 Project Status Reporting The EIS Director will issue a regular status report. EIS will maintain information on its Web site, and (with assistance from project participants) hold forums and other discussions. Also, regular updates will be provided to the IT Steering Committee and EIS Advisory Committee. ISSUED: April 2004 Page 14 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 9. ASSIGNMENTS AND RESPONSIBILITIES Key to the Upgrade is the temporary assignment of functional and technical staff from various University departments, to provide critical institutional knowledge and expertise. 9.1 Module Lead(s) The Module Lead works to design and implement solutions to support CWU staff and departments, specifically for one of the FMS modules. This is primarily accomplished through documentation and analysis of business process and reporting requirements and design and set up of FMS.A Module Lead must be a key user, with significant PeopleSoft experience. 9.2 Subject Matter Experts Subject Matter Experts provide detailed descriptions of the services, work, reporting, and other information requirements of FMS. Business process documentation, population of set- up tables, fit/gap analysis, assisting with testing; and end-user training are likely assignments. 9.3 MIS Coordinator Responsible for assisting in the determination of user and system requirements, definition and establishment of appropriate business processes, and assisting end users and others as a subject matter expert. Other activities may include data conversion, testing, documentation, training, and coordination with users. Maintains and manages the FMS Project Plan and coordinates with the Module Leads and Technical Coordinator, Budget, Financial Services, Facilities Management, and Purchasing Offices. 9.4 Functional Consultant The consultant provides in-depth knowledge about the functions and capabilities of the PeopleSoft FMS Modules and advises on optimal application of this software to support CWU processes and information users. As necessary, may provide training, information, and mentoring to the Module Leads, facilitate implementation tasks, troubleshoot, and research solutions to CWU-specific requirements for system set-up and/or modifications. 9.5 Functional Applications Specialists The Functional Applications Specialist (FAS) works to design and implement technology solutions to support CWU staff and departments. Typical work includes business process documentation, set-up tables, fit/gap analysis, functional specifications for modifications, interfaces, reports, and security, assisting with design and performance of testing, training materials, general technical matters, and applying approved project methods and processes. 9.6 Technical Coordinator Responsible for managing technical effort, coordinates activities with Module Lead and with the FMS MIS Coordinator. Assists developing, coordinating, managing and monitoring the project plan. Closely coordinates with other systems and/or modules to maintain necessary integration and data quality. Coordinate with ITS staff on technical and network as key contact with DBAs for environment requirements, sizing, refreshes, migration activity, security and other technical support requirements. 9.7 Technical Staff The Technical Staff is responsible for application ISSUED: April 2004 Page 15 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule upgrade, development and deployment. Tasks may include assisting with the software upgrade, assisting functional users with troubleshooting, set up assistance, data conversion, modifications and other technical tasks. ISSUED: April 2004 Page 16 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 10. TRAINING The FMS Upgrade presents both an opportunity and a requirement that Central develop a comprehensive understanding of the functionality changes delivered in PeopleSoft Financials Version 8.8. Prior to beginning the technical upgrade process, key functional users (specifically those individuals who are serving as Module Leads), must understand the operational changes. 10.1 Training Matrix – Upgrade and Enhancement Central implemented FMS in 2001. Since implementation, our functional and technical staff has gained significant knowledge and experience with the Asset Management, General Ledger and Payables/Purchasing Modules. The following training is proposed based on recommendations from PeopleSoft and from Russ Elliot, MIS Coordinator for FMS. Training – Upgrade & Type Mod. FMS Tech. Func Tech Total Units Total Enhancement Leads Coord Coord Staff Staff # Units Asset Management Asset Mgt. Version 8.8 Class 1 1 0 0 0 2 5 10 General Ledger/COA GL 8.4 Delta for E&G Web 1 1 0 1 0 3 1 3 GL 8.4 to 8.8 Delta Web 1 1 0 1 0 3 .4 1.2 GL Entry Event Overview Web 1 0 0 1 0 2 .4 0.8 GL Commitment Control 8.8 Class 1 1 0 0 0 2 3 6 GL Budgeting Class 1 1 0 0 0 2 4 8 Purchasing/Payables Purchasing 8.4 Delta E&G Web 1 1 0 1 0 3 2 6 Purchasing 8.4 to 8.8 Delta Web 1 1 0 1 0 3 .4 1.2 Payables Bank Reconciliation Web 1 1 0 1 0 3 1 3 Payables 8.4 Delta for E&G Web 1 0 0 1 0 2 1 2 Payables 8.4 to 8.8 Delta Web 1 0 0 1 0 2 .4 0.8 Data Access/Reporting nVision for GL Class 1 1 0 0 0 2 5 10 Technical Application Engine 8.8 Class 0 0 1 0 1 2 4 8 Workflow Class 0 0 1 0 0 1 4 4 PeopleTools Overview Class 0 1 0 0 0 1 2 2 PeopleCode Class 0 0 1 0 0 1 4 4 Total: 12 10 3 8 1 34 70 ISSUED: April 2004 Page 17 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 11. PROJECT PLAN STAGES The project will use a phased approach (see 7.3, Project Phases). Within each phase, the Project Plan will be further broken down to six “Stages.” Tasks within a stage will generally be complete before moving to the next stage. The following defines each stage. 11.1 Definition Stage •Completion of Project Charter and Workbook. •Development of cost estimates and options. •Agreement on project scope and funding with Executive approval. 11.2 Organization and Planning Stage: •Timeline for all work from development through implementation. •Schedule of tasks (work) planned which defines the agreed to scope of work. •Identification of resources, assignments, “fit and gap” process, and schedule. 11.3 Implementation, Design and Prototyping Stage •Review of existing modules for functional changes, opportunities for improvement, simplification, enhancement and business process change. •Detailed planning of any enhancements to the existing modules. •Refining the level of functional and technical resource required. 11.4 Development, Interfaces and Conversion Stage •The technical work required for the existing or new modules. •Functional set up for existing modules and/or new functionality. •Functional update and/or creation of documentation and training materials. •Testing and acceptance. 11.5 Implementation Stage •User training including on-going (new employee) needs. •Scheduled go-live with contingency plans. 11.6 Post Implementation Stage The final stage is a project acceptance review. ISSUED: April 2004 Page 18 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 12. APPENDIXES 12.1 Appendix A: Recurring Events Event/Task Dates System(s) Process Owner(s) Year End – Purchasing May, June FMS Payables, Purchasing Year End – Financials July, August FMS Accounting, Close Payables, Budget, Purchasing Year End – Payroll December, January HRMS Payroll Annual Budget Entries August, September FMS Budget Student Admin. – May, SA Enrollment Services Registration September Financial Aid – September, January, March, June SA Financial Aid Disbursement Student Finance – Billing September, January, March, June SA Student Finance Academic Schedule September, January, March, June FMS, Academic HRMS, SA Departments 12.2 Appendix B: Issue Escalation Guidelines The following guidelines apply to the issue escalation process: •EIS in conjunction with Principal Users, Project Group, the EIS Advisory Committee and others will seek to resolve issues at the lowest organizational level. •An issue is escalated only if it cannot be resolved at the lowest organizational level. •The EIS Director will identify appropriate offices, individuals and channels for escalation of issues that cannot be resolved at the lowest organizational level. •Units impacted by an issue are notified of the escalation process. •At the highest level, the IT Advisory Committee will review and resolve the issue and may inform the Cabinet of the solution. •Issue escalation will always be more an art than a prescribed process. Depending on the circumstance, the exact route to resolution may vary greatly from issue to issue. 12.3 Appendix C: Enterprise Information Systems – Director and Staff Overall responsibility for management of the FMS Upgrade is with the Enterprise Information Systems (EIS) office. Responsible for assisting the MIS Coordinator, Technical Coordinator and Module Leads in all aspects of planning and organizing the FMS Project. Facilitates the development, coordination, management and monitoring of the project plan. Coordinate the definition, analysis and resolution of issues. Coordinate closely with individuals responsible for other PeopleSoft systems and/or modules, in order to maintain necessary integration and data quality. Communicate plans for tasks that have cross-system and/or module impacts. Participate in outreach activities to the campus community including written communications, meetings, and presentations as necessary. Coordinate subject matter work groups within and/or between campus units. Maintain an active dialogue with the Directors and key staff. ISSUED: April 2004 Page 19 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 12.4 Appendix D: New Modules – Future Planning The following information is presented to assist with the review of the Budgets, Inventory, Projects and Receivables Modules, for future implementation. These are not part of the Upgrade and Enhancements planned for the modules currently in production. Functional and Technical Staffing Plan: New Modules - The following is a generic staffing plan that could be applied to any Module that Central elects to implement. The goal is a focused implementation where staff would work full-time on the implementation for a short duration. This would allow backfill by temporarily reassigning tasks and not require hiring a replacement staff person. Module/ Assignment/Role Suggested Individual Office Effort Area (days) New Module Lead TBD TBD 128 New Subject Matter Expert TBD TBD 64 New Func. Appl. Spcs. TBD EIS 128 New Technical TBD ITS 96 New DBA TBD ITS 128 Estimated Total Functional and Technical Staff (days) 544 Functional Consultant Plan: New Modules - When implementing new modules, a hybrid approach is recommended. This approach uses external consulting assistance where necessary along with CWU who have attended training. Assuming that some external assistance will be required to implement one or more of the new modules, the following estimate for consultant assistance is presented. Consulting – Effort New Modules Type (days) Budgets Functional 40 Billing/Receivables Functional 20 Inventory Functional 20 Projects Functional 40 Estimated Total Functional Consultant Staff (days) 120 Training Matrix: New Modules - If the decision is made to implement one or more new modules (Billing, Budget, Inventory, or Contracts), implementation of new modules will require in-depth training. The following is a generic training proposal based on average number of classes required for a specific module to develop a reasonable level of knowledge to lead a fit and gap effort. Training – New Modules Type Mod. MIS Tech. Func Tech Total Units Total Leads Coord Coord Staff Staff # Units Basic Class Class 1 1 1 0 0 3 4 12 Advanced Class Class 1 0 0 0 0 1 4 4 Related Class Class 1 0 0 0 0 1 2 2 Technical Training Class 0 0 0 0 1 1 4 4 Total: 3 1 1 0 1 6 22 ISSUED: April 2004 Page 20 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule 12.5 Appendix D: Project Plan Phases 2004 2005 2006 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb 1) DEFINITION STAGE Document Project Charter and Workbook Agreement - Key Objectives and Scope, Success Criteria Review Existing Modules (AM, GL, Payables, PO) Review Proposed Enhancements (AM, GL, Payables, PO) Define Timeline, Staffing, Support Issues Finalize Project Charter and Funding - Cabinet Approval 2) ORGANIZATION AND PLANNING STAGE Schedule Major Tasks - Define Project Plan Identify Resources and Planned Work Plan Resources including Backfill, Contractors, etc. Identify Resource Scheduling including Fit and Gap Train Staff 3) IMPLEMENTATION, DESIGN & PROTOTYPING STAGE Install Version 8.8 databases and plan technical upgrade Create FSEXP (Explore) database and populate CWU data Existing Modules - Fit and Gap Identify Business Process Change Opportunities Plan Functionality 4) DEVELOPMENT, INTERFACES & CONVERSION STAGE Functional Documentation and Key User Training Technical Upgrade - Upgrade Budget Processor Functional Upgrade - Changes and Procedures Functional Testing and Acceptance 5a) UPGRADE IMPLEMENTATON STAGE Training of End Users Go-Live Schedule and Contingency 5b) ENHANCEMENT IMPLEMENTATON STAGE Functional Documentation and Key User Training Technical Tasks Functional Set Up Tasks Training of End Users Go-Live Schedule and Contingency 5c) NEW MODULES IMPLEMENTATON STAGE Review and Select New Modules New Modules - Fit and Gap Functional Documentation and Key User Training Technical Tasks Functional Set Up Tasks Training of End Users Go-Live Schedule and Contingency 6) POST IMPLEMENTATION STAGE Upgrade and Enhancement Review ISSUED: April 2004 Page 21 of 22
  • CENTRAL WASHINGTON UNIVERSITY Financial Management System Upgrade Project Charter and Schedule ISSUED: April 2004 Page 22 of 22