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175 - DFM Oracle Upgrade Project Plan
175 - DFM Oracle Upgrade Project Plan
Project Plan
Project Objective:
Upgrade DFMs Oracle General Ledger system and underlying technical
environment to improved and better supported versions. See the project charter
and the related analysis document for more information:
. Project Charter - ..\Project Initiation\DFM Oracle 11i Upgrade Charter.doc.
. Project Charter Q&A - ..\Project Initiation\DFM Oracle Upgrade Questions.doc
The documents are also available at https://mywebspace.wisc.edu/groups/DFM
__________________
(Date)
Date of Issue
Primary Author
Description of Change
V1.0
John Schmitz
Initial Release
Definitions
The following are definitions of terms, abbreviations and acronyms used in this
document.
Term
ADI
CFO
DBA
DFM
DoIT
PSST
Definition
Application Desktop Integrator
Chief Financial Officer
Data Base Administrator
Department of Family Medicine
Division of Information Technology
Project Startup and Status Tool
Project
Responsibility
Number Estimated
of Staff Start Date
Required
at peak
mth/level
Duration
Required
FY06-07
Project Team
Project
Manager
.3
12/1/05
9 months
Data Base
Administrator
Prepare technical
environments,
install software,
patch, trouble
shoot.
Oracle Applications
Project DBA and
supporting DoIT
systems.
.5
2/1/06
6 months
Oracle
Applications
Consultant
Analyze existing
system. Facilitate
new system design,
setup, interfaces, &
data conversion.
Oracle Applications
General Ledger
and general
consulting
expertise
.8
2/1/06
6 months
Financial
System
Project Lead
Assume
responsibility for
system design,
setup, testing, and
operational
functional decisions.
DFM financial
requirements and
accounting
processes.
.5
4/1/06
4 months
Oracle
Developer/
DFM Tech
Consulting
Build/test/implemen
t the needed ad hoc
and long-term
customizations and
interfaces.
Oracle
development skills.
DoIT and DFM
technical
environments.
Oracle Apps GL
data model.
.7
4/1/06
4 months
The following is a detailed breakdown of the actual staff assigned to the project
role, the amount of Full Time Equivalent (FTE) requested for the role, the actual
FTE acquired, the labor rate and unit of the labor rate for the resource and the
source from which the resource is recruited.
Role
Name
Requested
FTE at
peak level
Ave Rate
Rate
Unit
Source
Project Team
Project
Manager
John Schmitz
.3
Data Base
Administrator
Carrie Roesch
.5
Oracle
Applications
Consultant
Carol Koehler
.4
Oracle
Applications
Consultant
John Schmitz
.4
Financial
System
Project Lead
Lisa Novinska
.5
NA
Oracle
Developer
Alice Erickson
.3
NA
Oracle
Developer
John Schmitz
.2
DFM Technical
Consultant
Alice Erickson
.2
Training Needs
The following are project related training recommendations.
Role/Staff Resource
Training Need
Desired
Timeframe
Anticipated
Cost
Suggested Vendor/Method
Oracle Applications
Consultant (Carol)
Financial System
Project Lead
By 5/1/06
$1500
Oracle Education
Fall 2006
$1500
Oracle Education
This section consists of a chart which graphically represents the project phases,
relationships, and projected timeline. See the attached diagram - Upgrade Project
Timeline. The document will be available at https://mywebspace.wisc.edu/groups/DFM.
* The Parallel Testing completion date of 07/21/2006 reflects the earlier of two
production parallel test alternative windows (accounting month of May or June). Doing a
June month parallel would result in approximately a months delay.
2.4 Project Cost Estimates
The table below reflects the latest detail estimates for DoIT labor charges to complete
the project. It does not include DFM costs nor the likely increased initial costs for
ongoing support after system implementation.
Project Cost Estimates
Item
. Project Initiation
. Project Planning
. Analysis and Design
. Training/Documentation
. Install Software
. System Setup
. Upgrade Interfaces/Customizations
. Data Conversions
FY 05-06
$ 5,400
$ 7,000
$ 16,800
$ 2,300
$ 5,900
$ 7,600
$ 2,600
$ 4,600
FY 06-07
$0
$ 1,300
Total
$ 5,400
$ 7,000
$ 16,800
$ 3,600
$ 5,900
$ 7,600
$ 2,600
$ 4,600
. System Testing
. Production Implementation
. Project Management Activities
. Initial Production Consulting Support
Total Estimated Costs
$ 5,500
$ 2,000
$
0
$ 2,600
$ 2,100
$ 1,500
As Requested
$ 8,100
$ 2,100
$ 3,500
$ 59,700
$ 7,500
$67,200
Verify that the system and its extensions have been correctly installed,
configured, and are fully functional.
Verify that all needed one-time setup, historical transactional data,
budget data, and reporting components have been successfully loaded
to the new 11i system.
Confirm that DFM staff has the needed training, documentation, and
support to manage the system.
Chart of Account setup, initial account balance entries, historical budget and
journal entry conversion, and FSG creation are key system implementation tasks.
Successful completion of these and related tasks will be confirmed by running
monthly financial reports and comparing the results to the existing system.
A second key quality check will be one months parallel operation and
comparison of the existing 10.7 and newly created 11i system. The project team
has agreed on an aggressive implementation schedule that, if achieved, will
allow us to use Mays financial operations for the parallel test. If the new 11i
production system isnt fully loaded and available by June 23 rd for the May
parallel, an accounting month of June parallel test is planned. See the linked
Database Diagram for an illustration.
3.3 Change Control
Changes to the projects original scope or planned deliverables may be deemed
appropriate as the project progresses. However, such changes put project
budget estimates and schedules at risk. Therefore, before any proposed change
to the project is accepted, the project manager will document the requested
change, its impact, and gain project sponsors approval.
3.4 Document Management
Care will be taken to identify, maintain, safeguard, distribute, and manage project
and system related documents, papers, or manuals that may have ongoing
system value. Once needed campus NetIDs are obtained, a My WebSpace for
both shared team and read-only project document access is envisioned to meet
this need. Short-term, the project team members will manage these documents
on a shared network directory space.
3.5 Issues Management
Discussions on the appropriate method, given the nature of the project and size
of the team, to record and manage project issues are underway. Use of DoITs
internal Task Tracker tool is being explored as the leading candidate.
Likelihood
Probably Impact
If It Materialized
Planned Remedial
Action
Low
High
Moderate
Moderate
3. System setup
errors
Moderate
High
4. Data conversion
errors.
5. Implementation
schedule delays
Low
High
Moderate
Moderate
Cross-training of backups is
underway.
Have a solid channel to
Oracle support in place for
help as needed.
Plan to carefully document
and verify all manual
operations.
Carefully review of monthly
FSG comparison reports.
Fall back from a May parallel
test to a June parallel