Project Management Plan

For
-

<CUSTOMER> -

Revision 1.0

Customer - Project Manager

Vendor - Project Manager

Date 2014

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Table of Contents
1. Overview ................................................................................................................... 3
1.1. Project Purpose, Objectives, and Success Criteria ............................................ 3
1.2. Project Deliverables ........................................................................................... 3
1.3. Assumptions, Dependencies, and Constraints .................................................. 3
2. Project Organization ................................................................................................ 5
2.1. Team Structure .................................................................................................. 5
2.2. Roles and Responsibilities ................................................................................. 6
3. Managerial Process Plans ....................................................................................... 7
3.1. Staffing Plan ...................................................................................................... 7
3.2. End User Training Plan ...................................................................................... 8
3.3. Detailed Monitoring Plan .................................................................................... 9
3.4. Communication and Reporting Plan .................................................................. 9
3.5. Risk Management Plan .................................................................................... 12
3.6. Issue Resolution Plan ...................................................................................... 12
3.7. Project Close-Out Plan .................................................................................... 13
Appendix A Project Plan ....................................................................................... 16
Appendix B Detailed Monitoring Plan.................................................................... 17
Appendix C Change Request Form ...................................................................... 18
Appendix D Risk and Issue Management Templates ........................................... 19
Appendix E Progress Reporting Template ............................................................ 21
Appendix F Meeting Minutes Template................................................................. 24

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1. Overview
The Company Intro in Brief

1.1. Project Purpose, Objectives, and Success Criteria

Project Purpose
The purpose of this project is to implement ERP - at <Customer>, which will help <CUSTOMER> to
improve its operational efficiency, enhance productivity and control over operations by adopting industries
best practices embedded in ERP business process. And to provide the project management tasks in
support of the overall project and the various phases of implementation.

Objectives and Success Criteria

The project covers the following high level objectives:

Process Improvement by implementing industrys best practices

Improve administrative (cross functional) collaboration
Transfer user skill sets
Automated accounting rules and chart of accounts classifications
Implementation of <xyz Product>
- Financials
- Purchasing
- Inventory
- Sales Order Management

1.2. Project Deliverables

Following are the key deliverables of the project:

Deliverable
Project Preparation

ABC Execution
Validation & Acceptance
Testing
Post Execution Activities

Recipients

Delivery
Date

Delivery
Method

<CUSTOMER> Jan-11 2014 Memo for

confirmation /
Site Inspection
<CUSTOMER> Feb-22 2014 On Server
<CUSTOMER> Mar-02 2014 Acceptance
Certificate
<CUSTOMER> Mar-29 2014 On Test
Server /
Acceptance
Certificate

Comments

Task
Id
16

51
63
68

1.3. Assumptions, Dependencies, and Constraints

Assumptions

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<CUSTOMER> shall provide proper working space and other resources to <VENDOR> team.
<CUSTOMER> shall provide timely response to information request and required approvals to
go-forward from <VENDOR> within 3 business days.
<CUSTOMER> shall provide the personnel / executive support and access as reasonably
requested by <VENDOR> to meet the identified timelines for this project
<CUSTOMER> shall ensure participation of its staff in the coordination meetings to ensure quick
decision making and timely approvals to avoid any project delays.
Any delay / operational hindrance in providing information and/or sign-off shall consequently
result in delay in the overall project and should not be included in the time line. This may have
material affect on the contract executed by <VENDOR> and <CUSTOMER>.
There shall be adequate involvement from IT and Business Management for interviews,
facilitation sessions, and project guidance and the involvement of key IT-Business liaisons to
gather the information required to perform the assignment.
<CUSTOMER> shall provide access to any work previously performed on related projects that
could be of use to <VENDOR> such as presentations, project schedules, BPR and business
plans, etc.
<CUSTOMER> shall provide access to documentation of processes and manuals, related
performance measures and any current state reports/studies.
<CUSTOMER> shall assign a full-time project manager to this project to assist with data
gathering, interviews and any other reasonable assistance required for this project
<CUSTOMER> project management office shall arrange the time and place with the interviewers
as per the project plan
<VENDOR> shall deploy its people in accordance with the project plan/Staffing Plan (2.3)
<CUSTOMER> will provide balances as of Mar-31 2014 for go-live activities.
Oracle System will go-live in April. <CUSTOMER> will run parallel system till Jun-30 2014 and
from Jul-01 2014 legacy system will be shutdown.

Dependencies

<VENDOR> team will be dependent on <CUSTOMER> team for information and the decisions
where needed.
<VENDOR> team deliverables will be dependent on <CUSTOMER> response i.e. document
acceptance / signoff.

Constraints

Availability of <CUSTOMER> SMEs

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2. Project Organization
2.1. Team Structure

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2.2. Roles and Responsibilities

Project Director: is responsible for:
Securing funds and resources for the project
Participate in project planning (high level) and the development of the Project Management
Plan
Serving as level 2 escalations for <CUSTOMER> .
Provides support for the Project Manager; assists with major issues, problems, and policy
conflicts; removes obstacles; is active in planning the scope; approves scopes changes;
signs off on major deliverables; and signs off on approvals to proceed to each succeeding
project phase.
Solution Architect: is responsible for:
Ensuring timely delivery of technical deliverables.
Clearing hindrances/road blocks and ensuring timely availability of resources.
Reviewing the projects progress.
Assist in project implementation to achieve the project objective.
Identify risks and issues and help in resolutions.
Project Manager: is responsible for:
Serving as the focal point for all communication between (CUSTOMER > and <VENDOR>.
Track timelines, budgets, risks and monitor overall progress of the project.
Serving as level 1 escalation for < CUSTOMER >.
Providing regular updates to <CUSTOMER>and meeting with <CUSTOMER>PMO.
Provisioning of signoffs on deliverables by Business/technical stakeholders.
Assure speedy resolution to issues and provide guidance to the consultants.
Track Leads: is responsible for:
Overseeing support resources and checking quality of deliverables.
Interacting with senior <CUSTOMER>end users as required.
Identify risks and issues and help in resolving them.
Assure speedy resolution to issues and provide guidance to the consultants.
Consultants: are responsible for:
Data gathering, entering setup data and executing the application.
Resolving functional issues reported by < CUSTOMER>.
Interacting with <CUSTOMER>Analysts and End Users to resolve issues.
Logging service requests with Oracle support services.
Developer: is responsible for:
Understanding the report development requirements of < CUSTOMER>.
Developing customized reports
DBA/System Administrator: is responsible for:
ERP Server Administration.
Operation of Storage and Backup systems.
Systems Patching.
Running Oracle utilities such as adadmin and adpatch and backup/recovery.

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Managerial Process Plans

2.3. Staffing Plan
<VENDOR> will allocate following team members to the implementation project:
<VENDOR> Team

Sr.
#

Resource Name

1
2
3
4
5
6
7
8
9
10
11

Role
Senior Solution
Architect/Manager
Project manager
Track Lead SCM
SCM Consultant
SCM Consultant
SCM Consultant
Track Lead Financials
Financials Consultant
Financials Consultant
DBA/System
Administrator
Developer

Cell #

Utilization Days
40%
35%
80%
30%
100%
70%
80%
100%
100%

24
21
49
18
61
43
49
61
61

20%
100%

12
61

<CUSTOMER> Team

Sr.
#
1
2
3
4
5
6
7
8
9
10

Resource Name

Role
Project Manager
Manager IT Infrastructure
Financials Support
SCM Support
Project Lead
Financials User
Financials User
Financials User
SCM User
SCM User

Cell #

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2.4. End User Training Plan

End user trainings will be conducted by <VENDOR> Functional consultants of implemented modules via
online workflows and videos that are available on the accelerator website. These training sessions will
equip the <CUSTOMER> team with the project methodology, solution overview, functionality and its
usage. Training will be provided to a maximum of 20 users and a maximum of 5 days session will be
allocated for Business User Training. The training schedule is as follows:
Sr. #
1

Activity
User Training (Financials & SCM)

Duration
5 days

Start Date
18-Mar-13

End Date
24-Mar-13

2.5. Training Plan

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Detailed Monitoring Plan

The Project Management Team is responsible for planning all project activities and ensuring that these
activities are completed within the targeted timeframes. To support this objective, the <VENDOR> Project
Manager will develop and maintain a Detailed Monitoring Plan (DMP), as outlined in Appendix B of this
document. (Work packages will be broken down into activities as project moves on in the DMP)
1. The <VENDOR> Project Manager will regularly update the Detailed Monitoring Plan. Following
each major update, these documents will be communicated to all project team members.
2. It is the responsibility of each functional team leader to communicate the status of activities listed
in the detailed monitoring plan and directly within their area of responsibility back to the
<VENDOR> Project Manager.

2.6. Communication and Reporting Plan

Change Management Procedure
<VENDOR> will also establish the Change Management Mechanism to be defined in the Project
Management Plan. If either Party requires a change to the initial Project scope, their representatives will
raise a formal Change Request. The change will be referred to as any requirement out of the initial
scope of the project. Change request procedure will comprise of following high level activities:

Written request with clear definition of change following the agreed upon process in place will be
initiated by the respective stakeholder
Duly approved by project manager / or authorized representatives from each party Impact
analysis to be conducted by <VENDOR> Project Manager and concerned team (this must include
impact upon Scope, Schedule, Budget and Quality)
Review and approval/rejection of the request based on the Impact Analysis by <VENDOR> team
All changes will be recorded along with serial number
If changes are rejected, reason of rejection and its consequences shall be recorded. If changes are
accepted, Project Plan shall be amended in order to accommodate the approved change.
Escalation Procedure
The following escalation procedure will be followed to:
1. Level 1: If an issue is not resolved to the satisfaction of <CUSTOMER>, it will be escalated to the
<VENDOR> Project Manager by the <CUSTOMER> Project Manager.
2. Level 2: If an issue cannot be mutually resolved between the <VENDOR> Project Manager and
the <CUSTOMER> Project Manager, it will be raised to the level of Project Director for
<VENDOR>.
3. Level 3: If an issue cannot be resolved by the <VENDOR> Project Director, it will be escalated to
the <VENDOR> Country Manager and <CUSTOMER> CEO
Acceptance Procedure
Deliverable Acceptance Procedure
The following procedure will be followed on the submission of deliverable materials:
All Deliverable Materials submitted to <CUSTOMER> by <VENDOR> will be signed off by
<CUSTOMER> within three working days from the date of submission. If we did not receive any
comments / feedback, it is deemed as accepted. Once observation is rectified it will be
considered approved.
Unless written comments or objections are provided for any of the Deliverable Materials within the
same duration by <CUSTOMER>, such documents will be deemed to have been signed off and
accepted.
Where written comments are received by <VENDOR> within the stipulated timeframe, the
<VENDOR> Project Manager shall agree with the <CUSTOMER> Project Manager what
corrective actions need to be taken in order for the Deliverable to be deemed acceptable and

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subject to the agreed changes the <CUSTOMER> team will accept the Deliverable on resubmittal. intervention

Reporting Plan
Each <VENDOR> Track-lead will submit a weekly progress report to the <VENDOR> Project Manager
using the Progress Status Report template shown in Appendix E: Progress Reporting Template
This report will record the:
Status of work performed during the last weeks;
Planned activities that were not achieved;
Planned activities for the coming weeks
Key issues currently being faced and the actions required to resolve these issues;
Progress according to milestones; and Key meetings attended.

Communication Plan
Following is the communication plan that would be used by both team to monitor and control the progress
of the project and ensure timely delivery of project deliverables:

Type of
Communication
Status Report

Communication
Schedule
Weekly

Typical
Communication
Mechanism
Team meeting

Members Meeting
Email and Personal
meetings

Responsible
team member

Project Managers

Email and change

control tool

Project Director

Project Director

Email

Project Review

Face to face

Steering Committee Every three week

Meeting
Risk Mitigation
As project
Status
progresses, we
would analyze and
eliminate risk
accordingly.
Requirement
As project
Changes
progresses, we
would analyze and
eliminate risk
accordingly.

Recipient

Project Managers <CUSTOMER>

Project Manager
<VENDOR>
<CUSTOMER> and
Project Manager <VENDOR> Project
Director
<VENDOR>
<VENDOR> Project
Project Manager Team
Project Directors Project Manager

Detailed Monitoring Weekly

Plan
Bi-weekly

Who Initiates

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Steering Committee Members

S. #

Members

Role
CEO
CFO
CIO
<CUSTOMER> Project Manager
< VENDOR> Project Manager
<CUCTOMER> Power User
<VENDOR> Project Director

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2.7. Risk Management Plan

Risks are formally identified by the project management team at the start of the project. Risk is
recorded in the Risk/Issue Record Form and listed on the Risk Register. During each subsequent
fortnightly project management meeting, the project management team will meet to review the
effectiveness of the management of the known risks, to identify any new risks and agree the
actions required to mitigate all risks.
At any stage during the course of the project, a project team member can identify a new risk.
Following discussion with the project manager, the identifier may be requested to define the risk
using the Risk/Issue Record Form presented in Appendix D: Risk and Issue Management
Templates
This must be immediately forwarded to the Team Project Manager.
The Project Manager will register the risk on the Risk and Issue Register and assign the next
sequential number to the Risk Record Form.
Risks will be formally discussed by the <CUSTOMER> and <VENDOR> project managers at
each fortnightly project management meeting or more frequently if necessary. During this meeting
each risk will be prioritized by assessing the:
1. Probability of the risk becoming an issue
2. Impact on the success of the project, should the risk become an issue.
Priority H

Will require actions to be performed immediately to mitigate the risk

Priority M

Will require actions to be performed as soon as possible, typically within 1

week.

Priority L

Will not require immediate or urgent action at this stage, but will still require
monitoring

Mitigating actions will be agreed by the Project Management Team, assigning a responsible person and a
target date for completing the action. The <VENDOR> Project Manager will record the assigned actions
and their status on the Agreed Action List
The <VENDOR> Project Manager will distribute the Agreed Action List to all project participants
following the project management meeting. Each person assigned a responsibility for performing
a risk mitigating action (the responsible person) will be required to complete the action before
the target completion date and communicate the status back to the Accountable person.
The responsible person will verify that the action has been completed, and will ensure that the
Agreed Action List is updated before the next project management meeting.
The Project Managers will review the risks listed within the Risk & Issue Register and Agreed Action List
on a fortnightly basis to ensure that risks are being managed and that agreed actions have been
completed.

2.8. Issue Resolution Plan

An issue can be noticed by any project team member or stakeholder external to the core project
team. All issues must be communicated immediately to the Project Management Team using the
Risk/Issue Report Form presented in Appendix D: Risk and Issue Management Templates
The <VENDOR> Project Manager will review the issue and assign it the next available serial
number in the Risk and Issue Register and will update the register with the details of the issue.
The Project Managers will meet fortnightly to formally review the project issues, or on an ad-hoc
basis depending on the nature and severity of the issue. During these discussions, they will
prioritize each issue as follows:
Priority H

Will require actions to be performed immediately to mitigate the risk

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Priority M

Will require actions to be performed urgently or as soon as possible,

typically within 1 week.

Priority L

Will not require immediate or urgent action at this stage, but will still
require monitoring

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Based on the priority of the issue, the project managers will agree on actions that need to be
taken and assign accountability and target completion dates to each action.
The <VENDOR> project manager will update the Action List and distribute to all project team
members following the fortnightly meeting, or issue specific actions on an ad-hoc basis as
necessary.
Each person assigned a responsibility for performing an action (the responsible person) will be
required to complete the action before the target completion date and communicate the status
back to the accountable person.
The person accountable will verify that the action has been completed, and will ensure that the
Agreed Action List and Issue Register are updated before the next project management meeting.
These updates will include capturing:
Change to the status of the action
Change to the status or priority of an issue
The date the issue was closed and the nature of the resolution
The Project Managers will review the Risk and Issue Register and Agreed Action List on a fortnightly
basis to ensure that risks are being managed and that agreed actions have been completed.

2.9. Project Close-Out Plan

The Project Review Meeting (PRM) will be convened by arrangement to review project compliance in an
assessment process for the project closure.
The project manager, project sponsor and the project business stakeholders all attend. The purpose of
the meeting is to:
Close out the project with the sponsor and stakeholders;
Communicate the change in project status to the project sponsor and business stakeholders;
Provide an orderly transition of the product from build to Go-Live; and
<VENDOR> Project Manager will publish an agenda at least one week in advance of the meeting
and invite project participants.
<VENDOR> Responsibilities

Ensure the Solution is Deployed on the Production Environment;

Ensure the end-user training is completed;
Lead Final Acceptance Testing during this Phase;
Schedule and conduct Project Implementation Review meeting; and
Prepare for project closure.

<CUSTOMER> Responsibilities

Be actively involved in the Go-Live phase;

Ensure that the provision and data entry of Live Transaction is being done in the system by
<CUSTOMER> staff; and
Monitor performance of the implemented solution.

<VENDOR> will provide a Project Closure Report to the <CUSTOMER> team as a result of this activity.

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Project Close-out Acceptance

This activity will be considered complete when <VENDOR> has delivered all Deliverable in section 1.2
and the solution is accepted by <CUSTOMER> team.

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Revision History
Name

Date
Dec-14 2014

Reason for Changes

initial draft

Version
1.0

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Appendix A Project Plan

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Appendix B Detailed Monitoring Plan

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Appendix C Change Request Form

Completed by:

Change Request No:

Completed on (date):

Assigned by Project Manager

Change Title:
Source:

Status:
Raised, Under Review,
Under Analysis, Closed

Name of individual who

raised the change request

Priority:

Expected response time:

H/M/L

Change description (detailed if possible):

Change Analysis
Prepared by:

Prepared on:

Impact of change on the plan and resource requirements:

Expected costs & benefits of implementing the change (narrative) :

List of controlled items affected by the change:

Estimated effort to modify the controlled items:

Estimated Cost
Change decision:
Implement, Postpone, Reject

Decided by:

Date:

Justification:
Implementation assigned to:

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Appendix D Risk and Issue Management Templates

Risk or Issue?

Choice of Risk or Issue

Risk ID:

Risk Title

Priority

Brief Description of Risk

Assigned by
Project Manager

Assigned by Project
Manager

H,M or L

Background
Describe the background to the risk or issue

Risk Description

Probability

Describe the risk or issue being faced

High
Moderate
Low

Impact if Risk becomes an Issue

Impact on 7 Keys

Y/N

Describe the consequence of the risk materializing, or the

consequences of the current issue being faced.

Stakeholders

Y/N

Business Benefit

Y/N

Work Schedule

Y/N

Team

Y/N

Moderate

Scope

Y/N

Low

Risk Mitigation

Y/N

Other

Y/N

Select which of the 7 Keys this is impacting on.

ID

Proposed Actions to Mitigate Risk

Propose what should be / is being done to mitigate the risk or resolve the issue,
indicating the date before which it should be completed

Impact

High

Date

2
Risk Control Record
Track:
Raised by:

Date:

Accepted by:

Date:

Closed by:

Date:

Additional
Comments:

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Risk /
Issue

ID

Page 20

Risk / Issue Title

Date
Raised

Assigned
to

Target
Complete

Revise
d Date

Probability

Impact

Status

Date
Closed

Priority

1
2
3
4
5

ID

Description of
Action

Track

Raise
d by

Responsible

Date
Raise
d

Current
Status

Date
Closed

Risk /
Issue

Priority

Comments

Days
Overdue

1
2
3
4
5

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Appendix E Progress Reporting Template

<CUSTOMER> Project Report
Period Covering:
Produced By :

<VENDOR> Project Manager

Distribution List

1. Results Last Period

Tasks completed and deliverables produced:
Please find below the accomplishments of the project team during the period specified above and tasks to
be accomplished in the following two weeks from XXXXX to XXXXXX

Tasks Completed/Started
* Key, P: prepared, D: Delivered or Conducted, A:
Approved, NR: Not required

Status
P

Project Management

Oracle Financials

Oracle Supply Chain

Technical

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2. Planned deliverables next week

Planned
Completion

Tasks for the next two weeks

Responsibility
/ Comments

Project Management

Financials

Supply Chain

Technical

3. Issues and risks that can be handled within the project

Issues Identified, Impact & Resolution:

Issues Identified
Issues Register

Impact

Status

Resolution

Please refer the attached Risks & Issues Register

Impact: MAJOR, SIGINIFICANT, AND MINOR

4. Progress according to milestones

Overall status:
Milestone Name

Baseline
Date

Current
Planned
Date

Actual Date

Current
Status

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5. Key Meetings attended this week

Details of Meetings / Workshop

SL.
NO. Track

Process Area

Meeting/
Workshop
Date

Meeting /
Workshop
Status

1
2
3

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Appendix F Meeting Minutes Template

Meeting Details
Objective:
Date:
Location:

Time:
Track:

Participants:
<CUSTOMER> Participants
Name
Role

<VENDOR> Participants
Name
Role

Objectives:

Meeting Agenda:
Item
1
2
3

Topic

Start Time

Duration

End Time:

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Meeting Minutes
No
1
2
3

Discussion Topic / Key Decisions made

Responsibility

Agreed Actions:
No.
1
2
3

Description of Action

Responsibility

Completion Date

Other Notes:

Attachments:

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