Implementing Oracle E-Business suite for Tesla motor company .docx

< Implementing Oracle E-Business suite for Tesla motor
company >
<PMGT 699-92- O-2019/Spring - Applied Project Management
>
Prepared By
<Govind Rao Kurupathi>
<2/10/2019>
1. Executive Summary
1.1
..Introduction…………………………………………………………
……………
1.2 ..
Purpose………………………………………………………………
………….
1.3 ..
Scope…………………………………………………………………
…………
2. Project Overview
2.1Project Description
2.2Problem Statement
2.3Goals
2.4Project Background
2.5Product Objectives
2.6 ..Business
Objectives…………………………………………………………….
.
2.7
..Milestones…………………………………………………………

…………….
2.8Assumptions, Constraints and Dependencies
2.9Project Deliverables
2.10.. Project Success Criteria
………………………………………………………..
2.11..Schedule and Budget Summary
2.12..Evolution of the Plan
2.13..References
2.14Definitions and Acronyms
3. Stakeholder Register
4. Schedule
4.1
..Purpose/Overview…………………………………………………
……………..
4.2 ..Schedule
Baseline……………………………………………………………….
4.3 .. Schedule
Control………………………………………………………………
…
5. Resource Plan
5.1 .. Overview/Purpose of the Resource Section
……………………………………
5.2 ..Resourcing Strategy &
Assumptions….………………………………………….
5.3 .. Resourcing
Development………………………………………………………..
6. Risk Management Plan
6.1 ..
Purpose/Overview……………………………………………………
…………
6.2 .. Risk
Identification…………………………………………………………
……
6.3 ..Risk
Analysis………………………………………………………………
……

6.4 Risk Monitoring Plan
…………………………………………………………….
7. Communications Plan
7.1..Overview
7.2..Communication Message and Delivery
7.3..Communications Guidelines
7.4.. Escalation Process
8. Procurement
9. Cost
9.1..Introduction
9.2.. Estimate Cost
9.3..Contingency reserve project purpose or justification
9.4..Budget
9.5..Project and Monitoring
9.6.. Project Reports
9.7..Cost Change Control
9.8..Project Budget
9.9..Microsoft Performance Report #1
9.10..Microsoft Performance Report #2
10. Integrated Change Control
1.Executive Summary Introduction
Tesla, Inc. is an American automotive and energy company
based in Palo Alto, California. The company specializes in
electric car manufacturing and, through its SolarCity subsidiary,
solar panel manufacturing.
Real Tech Inc is an Oracle implementation specialist and an
Oracle platinum partner. Tesla has awarded Real Tech Inc to
implement the e-business suite of applications in its
headquarters situated in Freemont, California. The suite of

applications contains modules like Inventory management,
Order management, Discrete manufacturing (Work In the
process, Bills of materials) and financial modules (Accounts
payable, receivable, Fixed assets and general ledger). The
duration of the project is estimated to be 1 year (on the higher
side). The team consists of 6 functional consultants, one
database administrator, one Project Manager, one ERP practice
head.
1.1 Purpose
The purpose of this project is to implement Oracle's business
suite of applications for Tesla. The implementation will consist
of replacing the existing application which is JD Edwards with
oracle’s supply chain and discrete manufacturing modules.
Oracle is a single platform that integrates multiple modules in
order to enable the business to run on single software. The
implementation will consist of the following modules:
Inventory (INV)
Purchasing (PO)
Order Management (OM)
Work in process (WIP)
Bills of Materials (BOM)
Implementing the above-mentioned modules will help the
business in the following ways:
Reporting: Improves reporting of live transactions of the
business.
Data Quality Helps in identifying the customer/suppliers that
are not active and eliminate the records instantly.
Credit & Debit: Centralizes the credit and debit transactions in
the organization.
Revenue: Provide the ability to recognize the revenue for a
quarter.
Planning: Helps in reducing the carrying associated with the
inventory.
Friendly UI: The application is user-friendly and welcomes
customizations when required.

Increases revenue: Reduces the processing time of an order
which ultimately contribute to increased revenue.
Dashboards: Provide executives with interactive dashboards that
help in making quick decisions.
Customer satisfaction: Customer experience is amazing as the
order process is quick and easy.
Competitor advantage: Oracle has a competitive advantage as
the order to cash and procures to pay cycles are seamless and
gives the business a holistic view of the live transactions.
1.2 Scope
The Scope of this project is to implement an ERP system for
Tesla Motor Company. A breakdown of the scope is as follows:
1. Review Tesla’s current business process and objectives and
come up with a list that addressed the current issues.
2. Map Tesla’s business process with Oracle's standard flows by
accommodating Tesla’s key business initiatives.
3. Provide Tesla with an ERP Application Implementation
Roadmap, which outlines all the programs that must be
performed within a given time frame.
4. In situations where standard flows do not meet Tesla’s
requirements, customizations will be done to the application to
meet the requirement.
2.Project Overview2.1 Project Description
Tesla motor company will be implementing Oracle e-business
platform version 12.2.3. This is the latest version that oracle hs
to offer. This version is known to have very little bugs and
Oracle has developed the necessary patches to overcome the
bugs. The implementation is scheduled to complete in 12
months. Tesla motor company will replace existing ERP system
like JD Edwards with Oracle by the beginning of 2020. The
implementation methodology is Aim for business flows also
called Show and Tell, which basically offers the customer with
the best standard solution oracle has to offer. The AIM

methodology is solution driven and the mapping of the business
process with the standard Oracle process is done in the design
phase of the project. multiple runs of conference room piloting
(CRP) sessions are done to minimize customizations and
provide the customer with a clear prototype of what the actual
system might look like in the future.
2.2 Problem Statement
Tesla is one of the fastest growing electric automobile giants in
the world. The integration within the current systems are not
seamless and are prone to data integrity issues. In addition, the
executives do not have the luxury to view dashboards that show
the values based on live transactions. Finally, the need to
implement a robust application is for supporting the growth of
the company and minimize the time and effort to involved in
closing the financial periods of a given month.
2.3 Goals
Business Goal 1: Minimize the time to close the inventory
accounting periods for the month
· Project Objective - Identify the stuck transactions that are
stopping the periods from closing
· Project Objective - Need to provide seamless integration
between the supply chain and financial modules.
· Project Objective- Provide instant alerts/ reporting of any
system issues that may prevent the closure of the periods.
Business Goal 2: Reduce the lead time to process a sales order
· Project Objective 2.1: Reduce the order booking time and
capturing the payment.
· Project Objective 2.2: Reduce the time to locate the inventory
and pack the order.
· Project Objective 2.3: Reduce the logistic time to ship the
order to the customer.
Business Goal 3: Reduce the lead time to process a purchase
order.
· Project Objective 3.1: Reduce the time to source a vendor.

· Project Objective 3.2: Reduce time to create a purchase order
and have it approved.
· Project Objective 3.3: Reduce time in receiving the item from
the supplier by providing seamless communications with the
supplier.
2.4 Project Background
Real tech will be implementing Oracle’s business suite of
applications for Tesla. The implementation is estimated to
complete in 1 year. The implementation will follow the
traditional waterfall approach for successful completion.
Stakeholders will be included in testing and signoff in every
phase of the project. The project will advance to the next phase
only after a formal signoff is received from the stakeholders of
Tesla. Tesla will be using the supply chain, manufacturing and
financial modules offered by Oracle. The single integrated
platform offered by Oracle will help Tesla capture the end to
end business transactions like procure to pay and order to cash
in a single system.
2.5 Product Objectives
Below are the primary product objectives of oracles business
suite of applications.
· Reduce the time taken to close the financial periods and create
financial statements for the executives for review.
· Show the accurate system quantity and adjust if the physical
quantity and the system quantity do not match.
· Reduce the lead time to create and fulfill a sales order placed
by the customer.
· Reduce the lead time to create a purchase order in the system.
· Provide effective communication methods between the
supplier and buyer to ensure timely delivery of the purchased

goods.
· Integrate the finance, supply chain and manufacturing modules
to streamline the order to cash and procure to pay flows in the
system.
· Reduce the time to collect manufacturing data and come up
with reports.
2.6 Assumptions, Constraints, and Dependencies
Constraints:
· Key users and super users must quickly learn the software to
perform a live transaction in the new system.
· R12 is a new release and this release may have unidentified
bugs.
· Increase in maintenance to support two systems in the early
stages of the project until the cutover is done.
Assumptions
· There is a challenge of communication among the different
departments within the organization.
· expertise in the deployment and configuration of a single
global instance
· The business owners must sign off on the solution documents
before the project can progress to the next milestone.
Dependencies:
· The progress is dependent on the stakeholders to test the
prototype and identify gaps or bugs if any.
· The servers must arrive before the start of the project.
· The solution documents must be signed off by the super users
before the next milestone can be accomplished.
· The stakeholders must actively participate in meetings and
provide feedback on the product before advancing to the next
phase of the project.
· Standard work instruction must be created by the SMEs and
provide training to key users.

2.7 Project Deliverables
Deliverables
Date Available
Acceptance Criteria
Kick off Meeting
01-FEB-2019
The project sponsor will get a document of the overview of the
project. The sponsor must sign off on the kickoff
Project, Plan and schedule document
15-FEB-2019
The sponsor must sign off on the project, scope and schedule
document.
Provide functional documentation before UAT
01-MAY-2019
Users must be able to successfully perform transactions in
Oracle
Custom forms integration training
01-August-2019
Users will be trained on the oracle customizations and should be
able to create a custom transaction
Oracle system will go live after the implementation of the
agreed modules
01-NOV-2019
The system must record the procure to pay and order to cash
transactions
Post-go-live support
02-NOV-2019 to 01-FEB-2020
The team will support in the postgo-live issues resolution.

2.8Schedule and Budget Summary
Task ID
Task
Start Date
End Date
Budget
Phase1
Requirements gathering
1.1
Gather Functional requirements
02-feb-2018
20-FEB-2018
$10000
1.2
Show and tell the users about the standard oracle flows
20-FEB-2018
28-FEB-2018
$10000
1.3
Gap analysis
01-MAR-2018
10-MAR-2018
$10000
1.4

Create business Requirements Document (BRD)
1-APR-2018
10-APR-2018
$10000
1.5
Create functional Requirement Document
10-APR-2018
15-APR-2018
$10000
Phase 2
Design and Development
2.1
Map the business process to standard oracle business cycles
15-MAY-2018
18-MAY-2018
$20000
2.2
Identify the reports that need to be built
18-MAY-2018
20-MAY-2018
$2000
2.3
Identify the customizations need to be done on forms
20-MAY-2018
23-MAY-2018
$20000
2.4
Review the prototype with business to get signoff on
customizations
23-MAY-2018
25-MAY-2018
$50000
2.5

Review the reports with business and get signoff on custom
reports
25-MAY-2018
26-MAY-2018
$2000
Phase 3
Development/ Product deliverable
3.1
UAT 1
01-MAY-2018
10-MAY-2018
$10000
3.2
Reporting team to build reports
10-MAY-2018
30-MAY-2018
$20000
3.3
Technical team to build customizations
10-MAY-2018
30-MAY-2018
$30000
3.4
Functional team to start process mapping in “development”
instance.
10-MAY-2018
30-MAY-2018
$30000
3.5
Review development process
30-MAY-2018
10-JUN-2018
$30000

Phase 4
Quality Assurance and User Acceptance Testing
4.0
Provide a training document to key users
10-JUN-2018
10-JUN-2018
$20000
4.1
Perform Procure to pay cycle in DEV instance
10-JUN-2018
30-JUN208
$20000
4.2
Perform order to cash cycle in DEV instance
30-JUN-2018
20-JUL-2018
$20000
4.3
Perform Inventory transactions in DEV instance
20-JUL-2018
30-JUL-2018
$20000
4.4
Perform financial transactions in DEV instance
1-AUG-2018
10-AUG-2018
$20000
4.5
Test reports
10-AUG-2018
15-AUG-2018
$20000
4.6

Test form customizations
15-AUG-2018
20-AUG-2018
$20000
4.7
User signoff on testing scenarios.
20-AUG-2018
01-SEP-2018
$30000
4.8
Perform UAT 2 and get sign off
01-SEP-2018
01-OCT-2018
$50000
4.9
Perform UAT 3 and get sign off and confirm the go-live
01-OCT-2018
29-OCT-2018
$50000
Phase 5
Deployment
5.1
Deploy the implemented modules in production
30-OCT-2018
30-OCT-2018
$50000
5.2

Deploy the reports in production
30-OCT-2018
30-OCT-2018
$50000
5.3
Deploy customization in production
30-OCT-2018
30-OCT-2018
$50000
5.4
Provide access to users
30-OCT-2018
30-OCT-2018
$50000
5.5
Users to perform live transactions
01-NOV-2018
01-NOV-2018
$50000
Phase 6
Maintenance
6.1
Provide post go-live support
01-NOV-2018
01-FEB-2019
$200000
6.2
Perform general maintenance
01-NOV-2018
01-FEB-2019
$50000
2.10 Definitions and Acronyms
· BOM- Bills of material

· WIP- Work in Process
· CRP- Conference room piloting
· UAT- User acceptance test
· DEV- Development3.Stakeholder Register
Stakeholder
Role
Responsibility
Amount of Influence
Impacted by
Notes
David Taylor
Financial controller
Closing financial periods
High
Accounts payable and general ledger modules
Process oriented and interested in meetings
Clint
Warehouse supervisor
Shipping
High
Order management modules success
Easy going
Kevin
Buyer
Creating purchase orders
Medium
The success of the purchasing module
No tolerance
Mike
Payable Manager
Create Invoice in the system

Low
Creating successful invoices in the system
Intelligent
Sharron
Sales Rep
Create sales orders
Medium
The success of order management modules
Arrogant,
Monica
Shipping Manager
Shipping Goods
High
The success of order management modules
Kind, Soft spoken
James
Inventory Manager
Performs sub inventory transfer and miscellaneous transactions
High
The success of Inventory modules
Interested to know Oracle.
Karen
Planning Manager
Maintain correct inventory stock levels
High
The success of SCM modules
Highly process oriented
Donald
Manufacturing Lead
Leads WIP and creates BOM
High

The success Manufacturing modules
Does not like Oracle.
4.Schedule Component
4.1 Purpose/Overview
Project scheduling is a vehicle for communicating the tasks that
are currently worked on by the resources in a given timeframe.
To ensure successful delivery of the work that is currently being
worked on, a scheduling document must be created.
In Addition, a schedule is kicked off once the tasks are assigned
in the work break down the structure. The tasks can be
scheduled in an automatic or a manual way. In an automatic
schedule, the tasks are automatically scheduled when the
schedule of a single task is adjusted.
Milestones help review the progress of the project. Milestones
mark an important event in the project that needs to be met in
order to achieve successful progress in the project. Milestones
are benchmarks that help identify the potential roadblocks and
the risks associated with the project.
Another important component of scheduling is sequencing. A
task may not always require another task to depend on. A task
can be independently worked on based on the type of
sequencing. There are 4 types of sequencing:
· Finish to Start (FS)
· Start to Start (SS)
· Finish to Finish (FF)
· Start to Finish (SF)
Schedule Baseline
Tasks
Description
Creation of the Activity List and attributes
The functional analysts will sit down with the business and

gather requirements by way of interviewing, brainstorming and
prototyping techniques. Once the activities are collected, the
project manager and the project sponsor will decide the priority
of each activity and schedule the activities in the WBS.
Estimation of activity resources
The estimation of the activity is based on the story points that
are decided by the team. The resource allocation will be taken
care of by the project manager. The allocation is based on the
previous experience and the complexity of the project. An
estimate of the resource (equipment) is given by the project
manager to the sponsor to initiate the procurement.
Activity duration estimates
The duration of the activity is based on the point system. We
use an ascending odd number sequence for the level of
difficulty. For example, 1 is an easy task, 3 is a medium level
task that could take 1 week to complete and 5 is hard to level of
complexity which could take close to 2 weeks to complete the
task. In addition, tasks may not always be independent. There
could be some tasks that are dependent on the predecessor and
successor. In such a situation the estimation is manually
adjusted based on the real-time completion of tasks.
Approval of the schedule baseline
The approval of the baseline is made by the project manage and
the project sponsor. The approval of the schedule baseline is
important for the initiation of the project as the project cannot
be moved forward without the signoff of the schedule. Both
parties must take into consideration the unexpected delays that
could take place during the project.
Schedule Control
Performance reviews
The project managers review the project progress by looking at
the metrics that indicate if the milestones are met as per
schedule. The issues that arise during the project in terms of
scope, time and budget is compared to what was planned and

what has occurred. The issues that are not a roadblock can be
handled in the maintenance phase of the project. In addition, the
roadblock issues are presented to the change control board for
approval before any change is implemented in order to fix the
issues.
Schedule control thresholds
In the project, there are often delays due to unforeseen
circumstances. Before the project is initiated, a buffer for the
timeline and the budget must be considered. An 8% identified
risk is accepted and if the risk percentage is above 8%, the
board is to decide the on how to move forward with the risk.
The functional analysts can work 80% of their total availability.
The project managers can work 75% of their total time
available.
Schedule performance reporting
The change is schedule is done in the following way:
· Identify the issue
· Come up with the necessary action to overcome the issue.
· Document the change
· Submit the change to the CCB with the necessary
documentation.
· All the members of the CCB are free to ask questions openly
in the meeting
· Once the change board approves, update the project documents
· The change must be given to the team to work on.
· Action the change and update the project schedule.
5.Resource Plan with RACI
5.1Overview/Purpose
The purpose of this RACI matrix is to provide structure and

clarity on the tasks assigned to the respective stakeholders.
RACI makes sure that the assigned tasks are assigned to the
correct stakeholders based on accountability and responsibility.
In my project, I have identified the most important tasks that
need to have more visibility for the stakeholders and listed them
in the RACI matrix based on the priority and sequence of
events. Each task has at least one stakeholder who is
responsible for the successful implementation of the task. The
RACI matrix is discussed with all the stakeholders before the
start of the project.
5.2 Resourcing Strategy & Assumption
The resourcing strategy of the project is done by a Real tech
who is the implementing partner for Tesla. Real tech will source
all the project members that include business analysts, technical
consultants, testers and project managers. Tesla has awarded the
Oracle Implementation project to Real Tech and the duration of
the project is scheduled to complete with one year. The
implementation team will be present throughout the
implementation and support of the project. In addition, the
implementation team has a few offshore resources in India to
support the development work, which includes forms of
customization and report building. The project assumes that
there will not be any changes to the schedule of the projected on
all the stakeholder's review and approve the project schedule.
The procurement arrangements like the servers and office
equipment must be procured before the start of the project. The
project manager of the implementing partner is the focal point
of all schedule negotiations and resource allocation to the tasks.
The project managers must consider the key performance
indicators of the project to endure quality work is being done
and delivered on time.
5.3 Resourcing Development

The resources on the project are both on site and offshore. The
on-site team is responsible for the requirement gathering,
design, implementation, and post-go-live support of the project.
The offshore team are responsible for customization and report
the development of the project. The implementation of the
project assumes that the off-shore team will be available during
the on-site working hours. In addition, the offshore team must
be available 24/7 during the maintenance phase of the project
(support). All on-site team members must have access to
Microsoft products and experience with testing and automation.
Moreover, the team is required to have a working knowledge of
Visio to design flow charts that may be presented to the
sponsors for review and approval of the process document.
6.Risk Management Plan
.1 Review of Risk Management Plan
Oracle ERP system implementation is a massive undertaking for
a company. As implementing a new system will require a lot of
time, money and patience. Because of the size of an ERP
implementation, the execution of the project is prone to failures
and uneventful outcomes. Having a risk management plan will
help the company to proactively identify and mitigate the
various risks associated with implementing the Oracle
application.
A common misunderstanding is that IT is wholly responsible for
implementing the ERP application. Stakeholders and change
management managers must fully involve in the implementation
and ensure the proper functioning of the application post “Go
live”. Due to the nature of the testing, the managers may try to
fasten the testing phase to meet the go-live date. Good testing
will ensure a healthy system post go live. The testing of the
application is broken down into 3 phases namely
· Unit testing
· Integration testing

· User acceptance testing (UAT). we will discuss in more detail
later in the document.
.1 Risk Identification
The Oracle ERP system is designed to provide information to all
departments of the company in a seamless, uninterrupted and
accurate manner. As multiple systems are integrated into the
framework. The application is prone to a lot of risks. One of the
significant risks is that the stakeholders do not communicate
among the project members. This leads to inaccurate
requirements, which finally lead to the failure of the
implementation project. Most stakeholders simply neglect the
fact that stakeholder involvement is important to build a
successful ERP system.
Below are the risk identification techniques used in our
organization to identify risk.
· Documentation review: The lesson learned documents are
reviewed to understand what techniques were used to mitigate
or completely avoid the potential risk.
· Brainstorming- A group of people that includes stakeholders
and project team members are brought into a room and ideas
are asked for potential risk.
· Review of Risk Register- The risk register is reviewed when a
risk is predicted.The risk register will help us identify the root
cause of the risk and the ways to respond to the risk.
· Probability and impact matrix- This matrix will help us
identify the risks that require immediate attention.
6.3 Risk Analysis
The risk in the organization is analyzed based on the impact and
probability matrix:
Impact Status
Impact factor
Description
High

3
The risk needs immediate attention. The risk must be responded
with necessary mitigation strategies.
Medium
2
The risk may interfere with the critical path
Low
1
The risk may not interfere immediately with the critical path.
However, the rusk must be identified, documented and reviewed
Probability Status
Probability factor
Description
High
3
High probability of occurrence
Medium
2
The medium probability of occurrence
Low
1
Low probability of occurrence
Time sensitive
Factor
Description
High
3
The risk will take place within 3 months
Medium
2
The risk will take place between 3-6 months
Low
1
The risk will take place in 6 months and above

The response to risk can be prioritized and actioned based on
the below table.
2
2.5
3
1
1.5
2.5
0
1
2
Low medium high
High
Medium
Low
6.4 Risk Monitoring Plan
The is monitored by the below process:
· Risk identification: The risk is identified and documented
before submitting to the project manager for review.
· Access: The risk is accessed and the prioritized based on the
values derived from the above matrix.
· Control: The risk is controlled based on the mitigation
strategies. In addition, the root cause is identified and updated
In the risk register.
· Monitor: The risk is periodically reviewed and the mitigation
strategies are kept in place to action the risk.
Below are the roles and responsibilities used to monitor risk.
Role

Responsibilities
Project Manager
· Analyze risk, establish contingency plans and identify trigger
events and responsibilities for initiating mitigating action.
Customer project Sponsor
· Approve change in strategies based on anticipated risk
Business Consultant
· Serve as a primary architect of the business model for given
Oracle implementation.
· Identify the risk and present it to higher management.
Customer solution expert
· Map and validate performance indicators
Project Team Lead
· Analyze risk, establish contingency plans and identify trigger
events and responsibilities for initiating mitigating action.
Data migration architect
· Setting up a concept for migration (data and application) and
the transition approach regarding time, costs and risk
7.Communications Plan
7.1 Overview/Purpose
The purpose of the communication plan is to ensure the Project
Management Improvement Project provides relevant, accurate,
and consistent project information to project stakeholders and
other appropriate audiences. By effectively communicating the
project can accomplish its work with the support and
cooperation of each stakeholder group.
The communication plan provides a framework to manage and
coordinate a wide variety of communications that take place

during the project. The communication plan covers who will
receive the communications, how the communications will be
delivered, what information will be communicated, who
communicates, and the frequency of the communications.
The following outlines the targeted audiences, the key
communication messages to be delivered, and the method for
delivering the information, the communicator, and the
frequency of the delivery.
7.2 Communication Message and Delivery (Matrix)
Audience
Message
Delivery Method
Delivery Frequency
Communicator
Finance department
On hand quantity report update
Ticketing system
Daily
Plant manager
Gap Analysis in the current process
Gap analysis is done on the current process to identify gaps
Word document is emailed to the IT department to action the
current gaps
Monthly
Process improvement department
Change control board.
Changes are documented and presented to change control board
for approval.
Change is documented in a change control template and sent to
CCB for approval.
Whenever a change is required
Change requester

Buyers
Report of all stalled purchase orders are required for the buyers
to action
Cognos report is sent to all buyers in the organization
Daily
IT department
Shipping department
Report of all stuck shipments that are physically shipped but not
shipped from the system is sent to shippers
Cognos report of stalled shipments are sent to the shippers
Daily
IT department
Project sponsors
A project schedule of the current ERP Implementation is sent to
the sponsor
Email/ Ticketing system
Monthly
Project manager
Risk responders
When a risk is identified, mitigation strategies must be
discussed and implemented
Email/ ticketing system
When a risk is identified
stakeholders
7.3 Communications Guidelines
Communication Guidelines—E-mail, Text:
1) Do not use reply to all at the time of replying to the email.
2) The subject line must be precise
3) The body of the message must clearly identify the issue in
the introduction.
4) Refrain from addressing multiple issues in the same email.
5) Attachments must be clearly named

6) The versions of the attachments must be updated when a
change is made.
7) Signature is required in all email communications.
8) Email chains must be attached where required.
Communication Guidelines—Meetings:
1) Meetings must have pre-published agendas, prior to meeting
request…agenda must accompany the OUTLOOK meeting
request.
2) Attendees must be present 5 minutes before the meeting
starts.
3) The meeting initiator must make sure the remote attendees
are connected to the meeting.
3) Projector and must be used when a PPT is presented.
4) Meetings must not extend the allocated time.
5)The meeting should not deviate from this agenda.
6) All necessary people must be invited to the meeting.
7) Swear words are strictly prohibited in the meetings.
.
7.4 Escalation Process
An action n plan is first developed to action concerning matters
in an efficient manner. The issue or concern must follow the
communication path in order to quickly direct the issue to the
concerned person for resolution. The escalation must clearly
identify the process to action the issue. Before escalating the
issue, the users must perform their due diligence and spend
some time before escalating the issue. Documentation of the
issue provides a great resource to resolve the issue in the future.
The escalation process:
1) Document and review the issue with the teams in the weekly
status report.
2) All team members must first escalate the issue to their
immediate manager before letting the higher-ups know about the

issue.
3) The issue must clearly be documented by describing the
mitigation strategies to resolve the risk.
4) All escalation must have the approval of the immediate
managers.
Flow chart of the escalation process:
. Procurement
The purpose of this document is to define all procurement
related activities for implementing Oracle for Tesla motors.
This section of the procurement management plan will outline
all the procurement management activities and resources that
are required for implementing the software. The document will
also give an idea of the risk involved in procuring the software.
The procurement strategy used by Tesla is called Fixed- Price
Contract. This type of contract is also called Lump- sum
contract. The reason for choosing this contract is that there is
no uncertainty in the scope of the project. The purchasing
module in the Oracle ERP software will help improve the
procure to pay cycle in the organization. The ERP
implementation partner is bound to finish the implementation
within one year at the cost of $350,000. The implementing
partner bears the risk of completing the project within the
schedule. The benefit of this contract is that both the buyer and
the seller know the scope of the project and the cost of
implementation.
Most of the times the sellers tend to give out the lowest bid at
the time RFQ and later try to make more money by adding extra
scope to the current project. The procurement manager is often
involved in negotiating with the sellers for reducing the price of
the items and provide the items as soon as possible. The due
date on the purchase order is the date when the buyer requires

the product and the promised date is the date when the seller
can promise the product to the buyer.
Below is the list of items that are required to be procured-
· Rack server for the software implementation
· Printer/ scanner
· Car for consultant travel
· Laptops
· Tables
· Chairs
· Internet
· Onsite office room
· Office supplies- paper, pen miscellaneous items used in office
· Outside consulting services
· Oracle license
· Consultants for implementation
· Security
· System maintenance
· Hardware and software installation
Key Players involved-
Raj- Buyer
Kevin- Buyer
Collin- Senior buyer
Govind- Procurement Manager.
The process of procurement takes place as follows:
The below process is fully processed in the purchasing and
Accounts payable module in Oracle.
RequisitionRequest for quotationQuotation Purchase order
Receipt of goods match receipt to invoice make payment.
The procurement process is initiated when the requester places a

requisition in Oracle. The requisition is sent for approval to the
procurement manager, once the manager approves the
requisition, the buyer will create a request for quotation. The
buyer will mention the item, quantity, target price, due date for
the quotation in the RFQ. This RFQ is sent to the suppliers and
the supplier’s response to RFQ is a quotation. The buyer will
receive multiple quotations based on the RFQ and approve one
quotation based on the best price and delivery. The buyer will
now create a PO and send it out the supplier. The supplier will
send goods to the buyer based on the purchase order. The buyer
inspects the goods that were received and then pay the supplier
for the goods accepted after inspection.
The procurement manager has a vital role in the procurement
process. The procurement manager is responsible for vendor
analysis. He must also build a good relationship with the
vendors that provide goods and services on time. A good
relationship with the vendor will help the business save time for
procuring any item. The Procurement manager and the vendor
must work together to adhere to the fixed contract terms
mentioned in the procurement contract.
Procurement schedule-
The company will procure goods and services form its vendors
as and when it is required. Below Is the table that explains all
the items that need to be procured.
Item/Service
Justification
Needed By
Rack server for the software implementation
This is an inventory item that needs to be procured for
implementing the new software (Oracle R12) for the company
01/01/2018

Printer and scanner
Need printer/ scan to print out the documentation
01/5/2018
Table
Need computer tables for consultants to work on
implementation
01/15/2018
Chair
Need desk chairs for consultants to implement the application
01/15/2018
Car
Need a car for consultant’s usage
01/15/2018
Laptops
Laptops are needed for consultants to work on
01/15/2018
Office supplies
These are office supplies that are required by the
implementation partner
01/15/2018
Consultants service
Consultant service is required to implement the Oracle software.
01/15/2018
Oracle License
Oracle license is required for implementing the software
01/15/2018
Security software
Need anti-virus for all machines in the company
01/15/2018
Hardware
Need hardware for all user
01/15/2018
In the absence of the manager, the below employees have the
authority to approve the purchase orders.

Vendor performance-
This section describes the metrics to be used for procurement
activities associated with the project. These metrics may
include but not be limited to: methods to ensure the project
stays on schedule regarding procurement activities, and methods
used to compile data on the performance of various vendors in
order to assist with future procurement activities.
Vendor
Quantity ordered vs quantity received
1
Delivery on time
2
The accuracy of advanced shipment notices
3
Rate of return
4
Ordered price vs invoiced price
5
Vendor #1
3
3
4
3
2
Vendor #2
2
1
2
2
2

Points are given on the basis of performance 1 being the least
and 5 being the highest. The total score can be produced by the
sum of criteria 1+2+3+4+5.
The time line for submittal proposal-
Process
Completion time
Responsible party
Submitting the contract
6 days
Buyers
Reviewing the contract
5 days
Procurement manager
Completing the contract
1 day
Procurement manager and legal team
Procurement process and timeline-
· The buyer's will and the supplier quality and engineering team
will review the vendor list.
· The statement of work and cost and time is requested from the
selected vendors.
· Vendors have 1 day to respond to the request for information.
· The procurement team will submit the contract within 6 days.
· The negotiations if any are handled by the buyers.
9. Cost
9.1 Introduction
The purpose of this document is to provide is to showcase the
elements of the cost management plan and the process to
introduce a change in the current cost management plan. The
elements of the cost management plan constitute a detailed view
of the money allocated the resources that were utilized in the

course of the project. The resources are both man and material
that was used in the implementation of the ERP software.
Cost Management Plan
A cost management Plan defines cost baseline, modifies it
whenever necessary, and uses it for monitoring and controlling
cost. A project cost management plan generally includes
descriptions, procedures, and responsibilities for items such as
Costs included, activity resource estimating, cost estimating,
cost baseline, budget determination, and cost control
9.2 Estimate Cost
The cost estimate is a process of providing an estimate of the
resources of that will be used throughout the duration of the
project. The project manager is responsible for maintaining the
resource sheet with up to date expenditure of resources. The
project manager is responsible to submit the resource sheet to
the sponsors when necessary. Below is a list of resources that
are used in the completion of the project.
Full-time employees’ cost
Temporary employees’ cost
Office supplies
Oracle software license
Oracle support fees
Offshore team expense
Hardware cost
Third-party software installation fees
9.3 Contingency Reserve Project Purpose or Justification
The contingency reserve is an independent cost that is set aside
in case of overcoming issues related to unforeseen
circumstances. Although the funds are made available, the
project manager is responsible for documenting the expenditure
and getting formal approval from the sponsors before utilizing

the funds. A buffer of 15% is kept aside as apart of the
contingency reserve.
9.4 Budget
The budget gives the actual money incurred in the utilization of
resources. The budget is explained below
RESOURCE
DURATION
COST
Employee resources
5494.56 Hours
$368,277
Office Supplies
323.58 days
$20000
Oracle Metalink fees (support)
323.58 days
$10000
Third-party software
323.58 days
$5000
Hardware cost
323.58 Days
$5000
Cogency reserve
323.58 Days
$55,241.55
Travel expenses
323.58 Days
$10,000
Total
323.58 Days
$473,518

Quarterly Budget:
Q1
$72,861.00
Q2
$200,069.60
Q3
$50,988.00
Q4
$149,600.00
Total
$473,518
Cost Control and Monitoring
9.5 Performance Monitoring
The costs incurred in implementing the ERP software will be
monitored in a periodic manner by comparing the actual cost vs
the planned cost listed in the above table. The project manager
is responsible for monitoring the costs on a weekly basis and
report the discrepancies to the sponsors. The report will give a
clear idea to the sponsors if the project is over or under
schedule. Before the start of the project, 10% of the entire
project cost is allocated toward a contingency reserve. At the
time of an unforeseen event, the project manager should get
approval from the sponsor to overcome the unfortunate event.
9.6 Project Reports

Please see attached-
9.7 Cost Change Control
When a change to the cost baseline is identified, the project
manager should present the change to the change control board
and get the approval before implementing the change. The
approval of the CCB is required because the change may affect
the budget and schedule of the project. Please see section 10 of
the plan to understand the change control process
10. Integrated Change Control
10.1- Introduction to change control process.
The change control process is initiated when a change is
required to be implemented in the project. The project manager
records the change in the changelog present in the IT shared
drive. The change is entered by entering the scope, budget and
schedule and the impact of the change to the organization. In
addition, the necessary steps to implement the change and the
rollback plan in the case so an error at the time of implementing
the change is described in the change request document. The
project manager sets the priority of the change to high, medium
or low based on the urgency of implementing the change. If the
change request is accepted by the CCB, the employees who are
responsible to implement the change are notified to implement
the change. In case the change is rejected, the changelog is
updated and closed.
10.2 Change control flow chart:
Change control evaluation:
The change is to implement a license module. Tesla has recently
started building manufacturing plants in China and Europe. The
currently implemented modules do not capture freight
shipments, export duties, compliance policies. The customs

form will act as a Bolton to the current order to cash process.
The customization will require the development team to develop
a custom form which captures all the export information before
shipping the order through an oracle.
The benefit of change: The manual process of capturing data in
a paper-based format will be removed. All information will be
stored electronically and provide a streamlined process to the
order to cash process.
Cost of implementing the change: $60,000
Impact to project schedule (including testing)- 30 days.
Change control template:
Version
#
Implemented
By
Revision
Date
Approved
By
Approval
Date
Reason
1.0
Govind Rao-PM
Raju- Developer
David- Tester
Vijay- Business Analyst
Wed 7/25/20
Kevin-sponsor
Wed 7/26/20

Capture export information
Project Name
Implementing Oracle ERP for Tesla Motor Company
Date
04/14/2019
Project Number
TS1234
Document Number
XXTM00123
Project Manager
Govind
Project Owner/Client
Tesla Motor Company
Change Request Number
Date Received
Requestor
Change Request Name
Approved By
Implementation Due date
WBS Number if applicable
Status

CR-001
7/29/20
Compliance department
Capture export information
Kevin- Project sponsor
7/29/20
110
Approved
Example – Communications Plan v1.0.1
Page 24
TASK COST OVERVIEW
COST STATUS
$0.00
$100,000.00
$200,000.00
$300,000.00

$400,000.00
$500,000.00
$600,000.00
ERP Implementation
Actual Cost Remaining Cost Baseline Cost
Status:
Complete,
$212,928.80
Status: Late,
$35,880.00
Status: Future
Task,
$306,609.17 Status: Complete
COST DISTRIBUTION
COST DETAILS
Name Fixed Cost Actual Cost Remaining Cost Cost Baseline
Cost Cost Variance
ERP Implementation $0.00 $368,617.60 $186,800.37
$555,417.9
7
$473,518.00 $81,899.97

Cost status for top-level tasks. How costs are spread out
amongst tasks based on their status.
Cost details for all top-level tasks.
report_2.pdf
COST OVERRUNS
TASK COST VARIANCE RESOURCE COST VARIANCE
$0.00
$10,000.00
$20,000.00
$30,000.00
$40,000.00
$50,000.00
$60,000.00
$70,000.00
$80,000.00
$90,000.00
ERP Implementation
Cost Variance
$0.00

$10,000.00
$20,000.00
$30,000.00
$40,000.00
$50,000.00
$60,000.00
$70,000.00
$80,000.00
P
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Cost Variance
Name Cost Baseline Cost Cost Variance
ERP Implementation $555,417.97 $473,518.00 $81,899.97
Name Cost Baseline Cost Cost Variance
PROJECT MANAGER $20,680.00 $0.00 $20,680.00
TEAM LEAD $68,848.00 $0.00 $68,848.00
BUSINESS ANALYST $54,589.70 $0.00 $54,589.70
DEVELOPER $15,630.00 $0.00 $15,630.00
DATABASE ADMIN $0.00 $0.00 $0.00
TECHINICAL LEAD $35,658.66 $0.00 $35,658.66
FUNCTIONAL ANALYST $35,200.72 $0.00 $35,200.72
TECHNICAL ANALYST $14,982.00 $0.00 $14,982.00
CIO $4,300.00 $0.00 $4,300.00
CEO $8,000.00 $0.00 $8,000.00
QUALITY ANALYST $8,470.40 $0.00 $8,470.40
Cost variance for all top-level tasks in the project. Cost
variance for all the work resources.

QUALITY ANALYST $8,470.40 $0.00 $8,470.40
TESTER 1 $20,988.00 $0.00 $20,988.00
TESTER2 $17,788.00 $0.00 $17,788.00
TESTER 3 $17,788.00 $0.00 $17,788.00
BUSINESS ANALYST 2 $28,581.84 $0.00 $28,581.84
BUSINESS ANALUST 3 $34,992.65 $0.00 $34,992.65
DEVELOPER 2 $2,400.00 $0.00 $2,400.00
DEVELOPER 3 $2,400.00 $0.00 $2,400.00
DEVELOPER 4 $2,400.00 $0.00 $2,400.00
REPORTING ANALYST 1 $19,200.00 $0.00 $19,200.00
DESKTOP SUPPORT 1 $640.00 $0.00 $640.00
DESKTOP SUPPORT 2 $640.00 $0.00 $640.00
DESKTOP SUPPORT 3 $640.00 $0.00 $640.00
SUPPORT ANALYST 1 $24,000.00 $0.00 $24,000.00
SUPPORT ANALYST 2 $24,000.00 $0.00 $24,000.00
SUPPORT ANALYST 3 $24,000.00 $0.00 $24,000.00

Report1.pdf
PROJECT PLAN
Maryland State Department of Education
Educator Information System (EIS)
Document Revision #: 1.3
Date of Issue: 14 September 2005
Project Manager: Don MorganApproval Signatures
Approved by: Business Project Sponsor
Approved by: Technical Project Sponsor
Dr. John Smeallie
Sidney Drake
Prepared by: Business Project Manager
Reviewed by: Project Manager
Don Morgan
Kevin Bronke

Approved by: Business Customer
Reviewed by: Site Manager
Dr. Joann Ericson
Tony Palcher
Table of Contents
61.Document Overview
1.1
Introduction
6
1.2
Purpose
6
1.3
Scope
6
1.4
Overview
6
1.5
Project Plan Review Schedule
7
2.Project Overview
8
2.1
Project Description
8

2.2
Problem Statement
9
2.3
Goals
10
2.4
Project Background
11
2.5
Product Objectives
12
2.6
Assumptions, Constraints and Dependencies
14
2.7
Project Deliverables
15
2.8
Schedule and Budget Summary
17
2.9
Evolution of the Plan
17
2.10
References
18
2.11
Definitions and Acronyms
18
3.Project Organization
19
3.1
External Interfaces
19
3.2

Internal Structure
19
3.3
Roles and Responsibilities
20
4.Managerial Process Plans
23
4.1
Management Priorities
23
4.2
Project Tracking and Control
23
4.2.1
Status Reporting
23
4.2.2
Gate Exits (Project Checkpoints)
24
4.3
Start‑up Plan
24
4.3.1
Estimates
24
4.3.2
Staffing
31
4.3.3
Resource Requirements
31
4.3.4
Resource Acquisition
31
4.3.5
Project Staff Training

32
4.4
Work Plan
32
4.4.1
Work Breakdown Structure
32
4.4.1.1.
Summary Work Breakdown Structure
33
4.4.1.2.
Project Work Breakdown Structure
33
4.4.1.3.
Contract Work Breakdown Structure
33
4.4.1.4.
Work Breakdown Structure Dictionary
33
4.4.2
Schedule Allocation
34
4.4.2.1.
Project Plan
34
4.4.2.2.
Phase Plan
34
4.4.2.3.
Iteration Objectives
34
4.4.2.4.
Releases
35
4.4.3
Resource Allocation

35
4.4.4
Budget Allocation
35
4.5
Project Monitoring and Control
35
4.5.1
Requirements Management
35
4.5.1.1.
Validate Requirements
35
4.5.1.2.
Control Change
36
4.5.1.3.
Control the Architecture
36
4.5.2
Schedule Control
36
4.5.2.1.
Promote Reuse
36
4.5.3
Budget Control
36
4.5.4
Quality Control
37
4.5.4.1.
Assign Users Testing Accountability
37
4.5.4.2.
Embrace Standards

37
4.5.4.3.
Develop and Implement by Release
37
4.5.5
Reporting
38
4.5.5.1.
Integrate the Project Team
38
4.5.6
Project Metrics
38
4.5.6.1.
Evaluation Criteria
39
4.5.7
Change Control Process
39
4.6
Risk Management Plan
39
4.6.1
Risk Management Categories
39
4.7
Project Closeout Plan
40
5.Technical Process Plans
41
5.1
Process Model
41
5.2
Methods, Tools, and Techniques
44

5.3
Infrastructure
44
5.4
Product Acceptance
44
5.5
Security and Privacy
44
5.5.1
Privacy Issues
44
5.5.2
Computer Security Activities
44
6.Supporting Process Plans
45
6.1
Configuration Management
45
6.2
Verification and Validation
45
6.3
Documentation
46
6.4
Quality Assurance
46
6.5
Reviews and Audits
46
6.6
Problem Resolution
47
6.7

Subcontractor Management
47
6.8
Process Improvement
47
6.9
Communication Process
47
6.9.1
Communication Items
48
6.10
Communication Item
48
6.11
Methods of Communication
48
6.11.1
Communication Protocol
49
6.11.1.1.
Meetings
49
6.11.1.2.
E-mail
49
7.Additional Plans
51
8.Project Evolution
52
8.1
Project support and maintenance
52
8.2
Follow-up projects
52

Annex A
53
Document Change Control
This section provides control for the development and
distribution of revisions to the Project Plan. The Project Plan
changes throughout the project life cycle. It is developed at the
beginning of the project (immediately following project
initiation approval, and in the earliest stages of project
planning). The Project Plan provides an ongoing reference for
all project stakeholders. The table below includes the revision
number (defined within your Documentation Plan Outline), the
date of update/issue, the author responsible for the changes, and
a brief description of the context and/or scope of the changes in
that revision.
Revision Number
Date of Issue
Author(s)
Brief Description of Change
1.0
8/20/04
Project Manager
Initial Creation of Plan
1.1
11/08/04
Project Manager
Update timeline and Identify communication paths
1.2
1/12/05
Project Manager
Flush out deliverables and add the new CIO to the review list
1.3
8/10/05
Project Manager
Revise for submittal to DBM

1. Document Overview
1.1 Introduction
The P Project Management Plan provides a statement of how
and when a project's objectives are to be achieved, by showing
the major products, milestones, activities and resources required
on the project. It is used as a baseline against which to monitor
project progress and cost stage by stage. It provides the
business case with planned project costs and it identifies the
management stages and other major control points.
The Project Management Plan provides an overview of the
purpose, scope and objectives of the project for which the Plan
has been written, the project assumptions and constraints, a list
of project deliverables, a summary of the project schedule and
budget, and the plan for evolving the Project Management Plan.
1.2 Purpose
The purpose of the Project Management Plan is to gather all
information necessary to control the project. It describes the
approach to the development of the software and is the top-level
plan generated and used by managers to direct the development
effort.
The following people use the Project Management Plan:

· The project manager uses it to plan the project schedule and
resource needs, and to track progress against the schedule.
· Project team members use it to understand what they need to
do, when they need to do it, and what other activities they are
dependent upon.
1.3 Scope
This Project Management Plan describes the overall plan to be
used by the Educator Information System (EIS) project,
including deployment of the product. The details of the
individual iterations will be described in the Iteration Plans.
The plans as outlined in this document are based upon the
product requirements as defined in the Functional Requirements
Document.
1.4 Overview
This Project Management Plan contains the following
information:
Project Overview — provides a description of the project's
purpose, scope, and objectives. It also defines the deliverables
that the project is expected to deliver.
Project Organization — describes the organizational structure of
the project team.
Management Process — explains the estimated cost and
schedule, defines the major phases and milestones for the
project, and describes how the project will be monitored.
Technical Process — explains the process model, identifies any
tools or techniques needed, and what is the acceptance criteria.
Supporting Process — identifies the supporting control
documents and processes needed to manage the project.

1.5 Project Plan Review Schedule
This is a living document. The Project staff should review this
plan on an agreed upon basis to reflect any changes that are
found most effective as measured by indicators. This plan will
be reviewed and updated if necessary according to the following
schedule:
2. Project Overview
This section of the Project Management Plan provides an
overview of the purpose, scope and objectives of the project for
which the Plan has been written, the project assumptions and
constraints, a list of project deliverables, a summary of the
project schedule and budget, and the plan for evolving the
Project Management Plan.
2.1 Project Description
The Educator Information System (EIS) Project was created to
reengineer, and implement an information system to support, the
educator certification processes for the Maryland State
Department of Education (MSDE), Division of Certification and
Accreditation (C&A).
The product of this project is a Web-based Automated Educator
Information System that will allow secured storage, rapid
retrieval, and a clear presentation of relevant certification
information for evaluation
The Educator Information System (EIS) is a partnership
between the Division of Certification and Accreditation and
Invoke.
During fiscal year 2001 (FY01), The Maryland State
Department of Education - Teacher Certification Division,
initiated the Educator Information System (EIS). The EIS is
envisioned to become an integrated and comprehensive system
designed to automate the educator certification process. The

project spans over several fiscal years, Phase I started in
January 2001 and is scheduled to be completed by January
2002. Funds for Phase I of the EIS Project were encumbered
during FY01. The FY01 outcomes and benefits of Phase I
include: web-based technology, sophisticated software, and
powerful hardware to significantly improve the speed and
quality of the certification process in Maryland. The new
educator certification process will include on-line interactivity
with certificate holders and local school systems, as well as
scanning capabilities to store and retrieve documents.
Specifically, the FY01 outcomes and benefits associated with
the EIS project can be categorized into six distinct groups: 1.)
Current Certification Workflow Analysis, 2.) Requirement
Analysis, 3.)
Solution
s Analysis, 4.) Comprehensive System Design, 5.) Web Site,
and 6.) Document Storage. An expanded discussion of each of
these is provided below.
1. The Current Certification Workflow Analysis consisted of
documenting the current teacher certification processes, sub-
processes and roles. This activity was completed during FY01,
with the completion of the final MSDE EIS Current Workflow
Analysis - Final As-Is Process Model on 30 April 01.
2. As of September 2001 the Requirement Analysis Document is
undergoing final review and expected to be completed by mid

October 2001. Virtually all of the current and future
requirements for the EIS, including that of the Local School
Systems (LSS), have been identified and documented. The draft
MSDE Teacher Certification Requirements Analysis Educator
Information System Functional Requirements (MSDE EIS and
LSS Combined) Document was completed on 27 August 01.
3. The

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