Oracle-WINEISIT PROJECT MANAGEMENT PLAN

Oracle Method
CR.010 PROJECT MANAGEMENT

PLAN
WineISIT.com Corporation
WineISIT Network Phase I
Author: James M. Dutcher

Creation Date: November 8, 2000
Last Updated: November 16, 2003
Document Ref: CR.010
Version: DRAFT 1E
Approvals:
Orrin Tobbe (WineISIT)
Burt Notarius (WineISIT)
James M. Dutcher (Oracle)
Copy Number _____

CR.010 Project Management Plan Doc Ref: CR.010
November 16, 2003
Document Control
Change Record
6
Date Author Version Change Reference
19-Oct-00 James M. Dutcher Draft 1A No Previous Document

20-Oct-00/ Paul Benati Draft 1B Input from Oracle Consulting Services personnel
10-Nov-00 on the WineISIT Network project team
10-Nov-00 Paul Benati Draft 1C Review with WineISIT Executive Team
10-Nov-00 Dev Nayak Draft 1D Update Appendix A - Scope
14-Nov-00 Paul Benati Draft 1E Updates from Oracle personnel on the WineISIT
Network project team
15-Nov-00 James M. Dutcher Final 2.0 Additions to Scope, Control and Reporting,
Resource and work Management
Reviewers
Name Position
Orrin Tobbe WineISIT President & CEO

Burt Notarius WineISIT Founder & Board Member
Sam Shapiro WineISIT Chairman of the Board
Barry Singer WineISIT VP Marketing & Sales
Mel Lee WineISIT Chief Financial Officer
Mike Notarius WineISIT Technical Consultant
Andrea Giusiana WineISIT
Ron Foresha Oracle Regional VP & Executive Sponsor
James M. Dutcher Oracle Technical Director & Project Manager
John Shattuck Oracle Practice Director & Account Manager
Dev Nayak Oracle Practice Director & Solutions Architect
Arun Jani Oracle Practice Director & Architecture Lead
Alan Goodrich Oracle Practice Director & Technical Manager
Paul Benati Oracle Practice Manager & Solutions Architect
John Heaton Oracle Technical Manager & DW Project Lead
Distribution
Copy No. Name Location
1 Library Master Project Library

2 Orrin Tobbe WineISIT
3 Burt Notarius WineISIT
4 Sam Shapiro WineISIT
5 Barry Singer WineISIT
6 Mel Lee WineISIT
7 Mike Notarius WineISIT
WineISIT Network Phase I Document Control ii

File Ref: WINEISIT_PROJECT_MANAGEMENT_PLAN_95_15-NOV-2000 (v. DRAFT 1 )
November 16, 2003
Copy No. Name Location
8 Andrea Giusiana WineISIT

9 Ron Foresha Oracle
10 James M. Dutcher Oracle
11 John Shattuck Oracle
12 Dev Nayak Oracle
13 Arun Jani Oracle
14 Alan Goodrich Oracle
15 Paul Benati Oracle
16 John Heaton Oracle
Note To Holders:
If you receive an electronic copy of this document and print it out, please write your
name on the equivalent of the cover page, for document control purposes.
If you receive a hard copy of this document, please write your name on the front cover,
for document control purposes.
WineISIT Network Phase I Document Control iii

November 16, 2003
Contents
Document Control................................................................................................................................ii
Introduction ............................................................................................................................................ 7
Purpose ............................................................................................................................................ 7
Background..................................................................................................................................... 7
Scope and Application ................................................................................................................ 7
Related Documents ...................................................................................................................... 8
Scope ......................................................................................................................................................... 9
Scope of Project.............................................................................................................................. 9
Constraints and Assumptions ................................................................................................10
Risks ................................................................................................................................................13
Interfaces, Integration, Data Conversion Risks ................................................................13
Hardware, Network, Software Risks ...................................................................................15
Staffing Risks ................................................................................................................................16
Scope, Project Management Risks .........................................................................................18
Scope Control ...............................................................................................................................20
Relationship to Other Systems/Projects .............................................................................20
Objectives ..............................................................................................................................................22
Mission Statement ......................................................................................................................22
Critical Success Factors .............................................................................................................22
Project Objectives ........................................................................................................................23
Approach...............................................................................................................................................24
Project Methods...........................................................................................................................24
Strategy ..........................................................................................................................................24
Century Date Strategies ............................................................................................................24
Plans................................................................................................................................................24
Locations and Network ............................................................................................................25
Acceptance ....................................................................................................................................25
Project Tasks, Deliverables, and Milestones ..............................................................................26
Planning Approach....................................................................................................................26
Key Deliverables .........................................................................................................................26
Milestones .....................................................................................................................................26
Control and Reporting......................................................................................................................28
Risk and Issue Management...................................................................................................28
Change Control ...........................................................................................................................29
Problem Management...............................................................................................................30
Status Monitoring and Reporting..........................................................................................31
Reviews ..........................................................................................................................................31
WineISIT Network Phase I Document Control iv
November 16, 2003
Progress Reporting.....................................................................................................................31
Work Management.............................................................................................................................32
Work Management Standards and Procedures ................................................................32
Communication Model.............................................................................................................32
Meeting Preparation ..................................................................................................................33
Meeting Structure.......................................................................................................................33
Workplan Control.......................................................................................................................34
Financial Control.........................................................................................................................34
Resource Management......................................................................................................................35
Resource Management Standards and Procedures .........................................................35
Staff Resources .............................................................................................................................36
Project Team.................................................................................................................................38
WineISIT Staffing Plan..............................................................................................................39
Project Roles and Responsibilities .........................................................................................39
Education and Skills Development ......................................................................................43
Physical Resources .....................................................................................................................44
Project Software/Tools .............................................................................................................44
Hardware ......................................................................................................................................45
Project Environments ................................................................................................................45
Software Backup Procedures and System Administration ...........................................45
Quality Management.........................................................................................................................47
Quality Management Standards and Procedures ............................................................47
Quality Reviewing......................................................................................................................47
Quality Auditing.........................................................................................................................48
Test Management .......................................................................................................................48
Test Strategy.................................................................................................................................48
Test Levels.....................................................................................................................................48
Test Execution ..............................................................................................................................48
Measurement................................................................................................................................49
Configuration Management............................................................................................................50
Configuration Management Standards and Procedures ...............................................50
Configuration Definition ..........................................................................................................50
Document Control......................................................................................................................51
Configuration Control...............................................................................................................51
Knowledge Management.........................................................................................................51
Release Management.................................................................................................................51
Configuration Status Accounting..........................................................................................51
Configuration Audit..................................................................................................................51
Appendix A - Detail Project Scope - [ Work in Progress ] ....................................................52
iStore ...............................................................................................................................................52
Portal...............................................................................................................................................53
Applications Technology .........................................................................................................57
ODS / DataWarehouse.............................................................................................................58
Inventory .......................................................................................................................................58
Order Entry...................................................................................................................................58
Marketing Online........................................................................................................................59
e-Mail Center................................................................................................................................59
Appendix B – Project Plan ...............................................................................................................60
Appendix C – Project Status Report .............................................................................................61
WineISIT Network Phase I Document Control v

November 16, 2003
Appendix D – Change Request Form..........................................................................................62
Appendix E - Issue Form..................................................................................................................62
Appendix F – FastForward Chart of Accounts .........................................................................62
WineISIT Network Phase I Document Control vi

November 16, 2003
Introduction
Purpose
The purpose of this Project Management Plan is to define the approach to project
management and quality con trol that will be applied to the WineISIT Network Phase I
project for WineISIT.com Corporation (WineISIT).
This document is also a reference point for the implementation, defining project
components such as scope, objectives, organization, and roles and responsibilities for
resources to manage project tasks and to deliver appropriate business solutions critical to
WineISIT success.
This document was developed by Oracle Consulting (OC) based on a series of meetings
and workshops with WineISIT’s Executive Team in Buffalo, NY.
Background
WineISIT is a marketing company that partners with leading Participating Retailers

(a.k.a., Stores or Store-owners) or Group of Stores who sell wine and spirits in the
country to form an Internet-based direct marketing sales channel that fulfills the needs of
the Stores’ Customers, Brand Owners, and the Participating Retailers themselves.
The project’s objective is to:
• Implement a solution that meets the prioritized business objectives of WineISIT in

a timely manner.
• Implement a system that is flexible, integrated and can be upgraded as necessary
WineISIT has engaged Oracle Consulting Services to implement the solution. Oracle
Consulting Services has leveraged its iSpeed methodology to deliver the solution.
WineISIT has completed the Executive Workshop and Architecture & Blueprint phases of
the iDiscovery process within iSpeed. As a result of the Architecture & Blueprint, the
solution development and implementation has been broken down into two phases. This
document defines the Project Management Plan for Phase I of the project.
Scope and Application
This Project Management Plan defines the following topics for Project Management of
the WineISIT Network Phase I during the Phase I :
• Scope
• Objectives
• Approach
• Project Tasks, Deliverables, and Milestones
The following topics will contain the standards and procedures to be followed on the
project:
WineISIT Network Phase I Introduction 7 of 69
November 16, 2003
• Control and Reporting (issue management, scope change control, progress

reporting, etc.)
• Work Management (management of tasks and project budget information)

• Resource Management (management of staff including Roles and Responsibilities,
as well as physical resources)
• Quality Management (reviews of deliverables, testing, Healthchecks, etc.)

• Configuration Management (how project intellectual capital and software are to be
managed.)
The plan will be applied to both Oracle Consulting Services and WineISIT responsibilities
across the project.
The Project Management Plan defines the implementation of the project for the defined
scope as well as how to meet the defined objectives using the defined approach.
Century Date Compliance
In the past, two character date coding was an acceptable convention due to perceived
costs associated with the additional disk and memory storage requirements of full four
character date encoding. As the year 2000 approached, it became evident that a full four
character coding scheme was more appropriate.
In the context of the Application Implementation Method (AIM), the convention Century
Date or C/Date support rather than Year2000 or Y2K support is used. It is felt that
coding for any future century date is now the modern business and technical convention.
Every applications implementation team needs to consider the impact of the century date
on their implementation project. As part of the implementation effort, all customizations,
legacy data conversions, and custom interfaces need to be reviewed for Century Date
compliance.
The initial, and on-going, planning efforts associated with this applications
implementation project will take into account the impact that previous and current
coding standards have on the current implementation project underway. These
considerations should address areas, such as custom extensions, data conversions, and
interfaces to other applications within the overall system.
Related Documents
The following documents from WineISIT should be referred to in conjunction with this
document:
ý Executive Briefing v1.0 (07-31-2000)
ý Business Plan v1.0 (08-22-2000)
The following information has been presented by Oracle and confirmed with WineISIT:
ý WineISIT iDiscovery E-Business Executive Workshop deliverable
ý WineISIT iDiscovery Architecture & Blueprint deliverable (10-13-2000).
WineISIT Network Phase I Introduction 8 of 69

November 16, 2003
Scope
Scope of Project
The scope of this project includes a number of areas. For each area, there should be a
corresponding strategy for incorporating these areas into the overall project.
Applications The following applications will be

implemented in this phase:
Oracle Applications
• iStore
• CRM
• Oracle Marketing Online
• E-Mail Center
• ERP
• Order Management
• Inventory
Oracle Portal
• WineISIT Portal
• Customer Portal
• Retailer Portal
• Supplier Portal
Data Warehouse
• Operational Data Store
• Customer Loyalty
Sites These following sites will be used to design

and develop the solution: Oracle Rochester,
NY; Oracle Waltham, MA; WineISIT Buffalo,
NY; and WebMedia Buffalo, NY
Process Re-engineering Re-engineering not included in the scope
Customization Customizations will be limited to the scope

defined in Appendix A.
Interfaces Interfaces will be limited to the scope defined

in Appendix A.
Architecture WineISIT office infrastructure is not in scope.

Printer sub systems is not in scope and
assumptions are based on an ASP hosting
model.
Conversion No Data Conversions
WineISIT Network Phase I Scope 9 of 69

November 16, 2003
Testing Testing will include only that outlined in the

Quality Management: Test Levels & Test
Execution sections of this document.
Training Training will be limited to hands-on train-the-

trainer approach during the transition to
production.
Education The project scope does not include the delivery

of application/technical education. Oracle
Education will provide WineISIT a training
plan under separate cover.
Language All screens and documentation will be

displayed in US English
All of the above-listed elements comprise the scope of the project. These will be included
in the Project Plan and appropriate resources will be provided by the executive sponsors.
Constraints and Assumptions
The following constraints have been identified:
• Aggressive Implementation Schedule

• Lack of Resources (people, hardware, office) at WineISIT
• Campaign data analysis is limited by ability to trace campaign information
through POS systems
• Order fulfillment is limited by the ability of the POS systems to define a unique
Web Order Number
• The start date of the project will have a direct impact on the implementation date
The following assumptions have been made in defining the Project Management Plan:
General
• The MoSCoW list defined in the Architecture and Blueprint will be the basis for
implementation
• Upon the start of the project, this Project Management Plan must reviewed and
revised as necessary including revisions to the project plan to adjust for the start
date
• WineISIT will hire and make available the necessary business and technical people
to deliver this solution and work with the Oracle team according to the staffing
plan outlined in the Resource Management: WineISIT Staffing Plan section of this
document
• WineISIT will make an experienced DBA and system administrator available for
the life of the project
• Business processes will be defined to leverage the standard delivered Oracle

Application functionality

November 16, 2003
• Post implementation support will be limited to two calendar weeks with five full
time equivalents
• WineISIT will allocate sufficient time to test and to validate the Y2K compliance of
all data converted from legacy/POS applications to the Oracle production
environment
• Performance testing is outside of the scope
Applications (iStore, CRM and ERP)

• All Web design (including portal) will be provided by a third party selected
byWineISIT and Wineisit will have web designers and a web master available
throughout the project to create/convert pages and add them to the site.
• iStore will be interfaced with the Portal using simple HTML hyperlinks
• Marketing Online will update the price list in Order Management for products
that are on promotion (i.e. have a lower price)
• Order Management contains the price list for each product sold on iStore
• Order Management sends the order information e-mail to the appropriate retailer
• Inventory contains the complete master catalog of products with flags to identify
products associated with each retailer
• Actual image files will be stored on the file server and referenced with links stored
in the iStore database
• WineISIT templates will have the same flows as the default ones from iStore
• Marketing Online application data are populated via programs to be developed

• WineISIT will manually enter original marketing campaigns
• All Web design will be provided by a third party that WineISIT selects and
• Individual retailer campaigns will be derived from original generic marketing
campaigns via programs to be developed
• The Chart of Accounts (COA) detailed in Appendix F will be adopted by WineISIT

and used in the application setup for Phase 1
Data Warehouse
• Integration with the Axiom products is not within the scope of this solution
• WineISIT will obtain the product item catalog through a retailers Point of Sale
(POS) system or through a third party selected by WineISIT (WineISIT is
considering contracting with BevAccess for this product load)
• WineISIT will obtain the daily Point of Sale (POS) data from 5 selected retailers
through flat files in ASCII format or through a third party selected by WineISIT
(WineISIT is considering contracting with BevAccess for this data extraction)

November 16, 2003
• Oracle will take five different types of POS systems are estimated for this solution.
Four flat ASCII files from each of these five POS systems have been estimated at
the shop level. These files must contain 1 logical record that relates to 1 physical
record, must not contain embedding of muti records and the files must be either
delimited with a standard mechanism (e.g. commas) or fixed format. Thus the total
extractions are limited to 20 flat ASCII files. Any additional POS systems will be
scoped and estimated separately.
• Oracle will use its own tools to deliver the ODS. Warehouse Administration is
standard and based on Oracle Enterprise Manager and other warehouse
administration tools. Should additional tools be required by Oracle that have not
been specified or known until further investigation Oracle has the right to alter
time frame accordingly in conjunction with consensus from WineISIT.
• Two fact tables - Inventory and Orders for the custom portion of the operational
data store. Additional fact tables are limited to the standard fact tables included in
the Customer Loyalty reuse model.
• Dimensions will be used from the CL offering and the Inventory offering as
standard models
• Customer cleansing and consolidation is not included in this estimate. Oracle Pure
Integrate will be used to add to the hygiene of the data not for total cleansing and
consolidation
• Extraction and merge routines have been estimated as simple. Should there be
complex business logic that needs to be determined and implemented for specific
needs these will be assessed on an individual basis through the correct project
management procedure
• Summarization is estimated through the use of Materialized Views and complies
with the constraints of Materialized Views. Total Materialized Views are limited
to six
• Error handling and exception reporting will be handled as the standard reuse
offering using Oracle Warehouse Builder. Additional needs are out of this
estimation
• Reporting is limited to five reports for the operational data store additional to the
four standard with Customer Loyalty. These are defined as easy reports and
require no 3 GL programming. These reports will be achieved using a single pass
SQL statement. Should they be more complex then this shall be managed via the
project management process. These will be achieved via Oracle Discoverer.
• Documentation of technical references and administration guides are standard and
generated by the tools
• Customer Loyalty includes standard User Interface (UI)
Applications Technical & Portal
• The integration between a third party retailer/wholesaler exchange and the

WineISIT Retailer Portal is the responsibility of WineISIT
• The Catalog Entry screen is a simple form and all data required is available
• WineISIT will provide the formulas for the Custom Billing reports

November 16, 2003
• WineISIT is responsible for performing any data clean-up that may be required for
the:
• Conversions and interfaces

• Execution of any data extracts and loads
• Accuracy of the data
• All data must be Y2K compliant
• Oracle will provide Unit Testing for customizations, interfaces, and conversions
• Full integration testing of customizations, interfaces, and conversions will be done

by WineISIT with assistance from Oracle
• All manual data conversions will be performed by WineISIT professional staff
• WineISIT developers will attend training in the Oracle tools required for
completion of tasks assigned them; possibly including SQL*Loader, SQL*Plus,
PL/SQL, Oracle Reports and Oracle Forms, and developing with the Application
Object Library
• No Oracle Application modifications, extensions, or customizations (including
reports) are included in this contract with the exception of:
• Simple Custom Catalog Entry Screen
Architecture
• The development systems will be housed at the Waltham Location and moved to
WineISIT after this phase.
• Project planning is based on the production system which will be housed at an

ASP.
• Oracle consulting will have timely access to the hardware vendor/distributors to
assist in resolving hardware and software issues.
• Appropriate WineISIT Information Technology resources will be on hand to assist

the Technical Architecture Team
Risks
The following risks have been identified that may affect the project during its
progression. These and any other risks identified later will be tracked through the Risk
and Issue Management process defined later in the Project Management Plan.
Interfaces, Integration, Data Conversion Risks
Changes to templates after conversion from HTML to JSP
Risk: Medium
Consequence: Delay the project (completion of checkout flow)
Contingencies:

November 16, 2003
1. Obtain sign-off from WineISIT to freeze HTML layout before iStore template
modifications
2. Store business logic in enterprise javabeans and isolate them completely from the
JSP pages.
3. Modify the design of the <integrated system or technology solution> so that the
project is not delayed.
Early Mitigation: Oracle Consulting involvement to review HTML pages to ensure their
compatibility with iStore throughout the analysis and design phase.
All Required POS user data and product data may not exist in the current POS
Systems which are feeding the ODS.
Risk: High
Consequence: Functionality of integrated system may be comprised
Contingency: Must be controlled by aggressive project management
Early Mitigation: Same as contingency solution
POS order information may not accept a transaction number
Risk: High
Consequences: Change to business process flow - inability to tie web orders with
corresponding orders in the POS
Contingencies:
1. Identify the change ASAP and inform WineISIT about the consequence of the
constraint
2. Use alternative mapping methods to match the orders
Early Mitigation: Attempt to identify the POS data layout as early as possible
POS Data not Available in Flat File Format
Data may not be available from the POS systems in Flat File format and need to be
extracted via a 3 GL language
Risk: High
Consequence: Delay the project
Early Mitigation: Prior to engagement define the POS systems required for Phase 1 and
determine the availability of the data in flat file format. If all (or some) POS systems’
data is not in required flat file format, then seek partnerships to obtain required data
prior to project start date.
Delivery Mechanism of POS System Data Not Determined
Risk: High

November 16, 2003
Consequence: Delay the launch of WineISIT system
Early Mitigation: Work with Store Members to determine best option(s) for uploading
POS data to WineISIT.
Hardware, Network, Software Risks
Hardware and Software need to be available to fit the timeline associated with the
project
Risk:
Consequences:
1. Delay in obtaining Hardware and Software will delay the implementation date
2. Project team will be idle if development system is not available for Solution
Design phase
Contingency: Replan implementation for a later date
Planned Oracle Cooperative Applications Releases are not Available to Support the
Workplan
Risk:
Consequences:
1. Required functionality may not be delivered

2. Users may need retraining
3. Additional resources may be consumed with upgrades
Contingency: Go live on a predecessor version and upgrade at later date
Early Mitigation: Need an early as possible decision as to what version will be

implemented for production (e.g. cut-off date - confirmation of scope, technology and
objectives task)
Availability of Systems
Loss of the development, or production systems environment due to hardware, software

failure or errors in operations during work hours will impact the fulfillment of project
tasks.
Risk: Medium
Consequence: Possible delays in project tasks, possible impacts to project milestones

and/or additional costs to project to make up lost time use additional resources.
Contingency: Additional staffing to address loss in time.

November 16, 2003
Early Mitigation: Ensure that hardware/software environmen t is administered “as-

production” during the implementation process, complete with extensive backups and
high-availability..
Network Availability
Network outages would impact the ability of project team members to carry out
scheduled and planned work.
Risk: Low
Consequence: Loss of the network during work hours will impact the fulfillment of
project tasks.
Contingency: None.
Early Mitigation: Ensure that network provider understands and agrees to the high
availability requirement
Staffing Risks
WineISIT Personnel Required will not be Available Due to other

Commitments/Workload
Critical to the success of the project, is the appropriate constituent representation of key
users from the business areas. The participation must be consistent, and through the
entire life of the implementation project. Without key decision makers being available
and participating in the appropriate project activities, decisions require additional
circulation and agreement occurs at a higher cost to the project and the timeline.
Risk: Medium.
Consequence: Scheduled project activity may be delayed, potentially impacting project

milestones or budget.
Contingency: Should personnel be unavailable the proper level of authority should be

informed of the situation and steps should be taken to make the personnel available as
required.
Early Mitigation: WineISIT personnel should have the appropriate approvals and a
clear mandate to be available as required.
WineISIT Personnel that are Required do not have Sufficient Skills to Undertake the
Work
Assessment is made during the project planning process as to the training requirement,
aptitude and capacity to contribute for all project personnel. From time to time, this
assessment may be incorrect.
Risk: Medium.
Consequence: Slippage in deliverables due from WineISIT personnel, or inadequate

level of participation in decision making.

November 16, 2003
Contingency: Initial coaching, following by escalation to the WineISIT Project Manager

or Management Committee for direction.
Early Mitigation: On project commencement, review with each individual the

expectations for their involvement. Seek agreement with the individual.
WineISIT Technical Personnel Inexperienced with UNIX System Admin and Oracle
Database Admin
Risk: Low
Consequence: Potential project delays as result of loss of technical environment.
Contingency: Assistance from Oracle technical resources for recovery
Early Mitigation:
Retention of Project Team Members during the Implementation
From time to time, key project personnel may be reassigned to other enterprise initiatives
or leave the corporation.
Risk: Moderate
Consequence: Possible significant impact to project tasks, key deliverables, project

milestone achievement and subsequently budget. Loss of key skills during critical time
frames.
Contingency: Replace personnel as quickly as possible, seek transition when possible.
Early Mitigation: Ongoing initiative to augment user and technical procedures, and
prepare an in-house training program.
Availability of Oracle Consulting Resources for Previously Scheduled Work
Like WineISIT , from time to time Oracle Consulting may have to deal with
unavailability of its resources to the project.
Risk: Low
Consequence: Possible impacts to project tasks, timelines, or milestones
Contingency: Oracle Consulting to seek alternate resources when available, or

reasonable notice is give to allow rescheduling without impacting project costs or
milestones.
Early Mitigation: Ensure that Oracle Consulting Resources are scheduled well in
advance and avoid alterations to these schedules
Availability of Oracle Consulting Resources on Short Notice for Non-Scheduled Work
From time to time, the project may require additional non-scheduled participation from
Oracle Consulting personnel. As Oracle Consulting is motivated to schedule its
personnel in advance, Oracle Consulting may not be in an optimum position to respond
as required.
November 16, 2003
Risk: Moderate - High
Consequence: Possible delays in project tasks
Contingency: Utilize methods such as video conferencing, fax, telecommuting, email,

teleconference, or after hour meetings.
Early Mitigation: Schedule Oracle Consulting’s participation in advance, and set

expectations with respect to Oracle Consulting’s requirement for advanced scheduling
Availability of Adequately Trained and Experienced, Low-Cost Alternate Contract

Resources in Marketplace
To reduce project costs, WineISIT may elect to staff some of the project roles with
external contractors. It is critical that these contractors have prior experience in the tools
and methods required to undertake their respective roles without further cost to the
project for training, rework or orientation.
Risk: Moderate to High
Consequence: Additional training and management costs and/or shortage of resources

available in the marketplace resulting in additional costs and/or delays in project
milestones.
Contingency: Use additional Oracle Consulting resources at additional higher costs to

the project.
Early Mitigation: Review CV s of all nominated personnel, and select only those with
direct experience with the tools, methods or applications as appropriate. Seek vendor
commitment to cover any such circumstances as above.
Scope, Project Management Risks
Significant Changes in the Scope of the Project
Risk: Medium.
Consequence: Possible recasting of project objectives, costs and /or milestones.
Contingency: Move non-critical project components into subsequent phase.
Early Mitigation: Ensure that all principals agree on project scope at time of project
initiation.
Selected Applications Adaptable to Meet Business Requirements with Little

Customization
The project assumes that the business requirements of the enterprise can be met with a
minimum of customization of the base packages.
Risk: Low

November 16, 2003
Consequence: Additional cost to the project, possible additional unforecasted on-going

maintenance costs.
Contingency: None.
Early Mitigation: None.
Unacceptable Degree of Field Support (User Acceptance)
Critical to the success of both the project and acceptance of the end result is a high degree
of field support. Managed input in to project processes and deliverables driven by clear
executive mandate is recommended. This includes a willingness to seek a common
enterprise-wide business systems solution.
Risk: Low - moderate
Consequence: Additional costs to the project as a result of having to accommodate

pockets of requirement. Possible lack of input from some business units or user
communities resulting in mis-defined business requirements.
Contingency: None.
Early Mitigation: Deploy a standard project review process and input methods to
support an adequate level of field support for the project. Field representatives should
be appointed to participate in project activities
Project Decisions are On-Time
From time to time, groups in session or individuals will require decisions from other
members of the user community, management committees. Most decisions will carry
two dates: a target date and an impact date. It can be assumed that some other linked
dependent task will be delayed if an impact date is missed.
Risk: Low
Consequence: Delays in project tasks, possible additional cost to the projects or ultimate
impact on project milestones.
Contingency: None, outside of standard escalation.
Early Mitigation: Seek a clear project charter sponsored by all members of the
management and project committees. The charter should mandate clear and timely
decision making.
Review of Project Deliverables and Sign-Off is Timely
Frequently, project deliverables such as team decision recommendations, workshop

documents and specifications will require approval (sign-off) prior to a subsequent task
commencing. This is to ensure that we understand requirements, and subsequent effort
is not wasted on misunderstood requirements. Most of these sign -offs will carry two
dates: a target date and an impact date. It can be assumed that some other linked
dependent task will be delayed if an impact date is missed.
Risk: Low

November 16, 2003
Consequence: Delays in project tasks, possible additional cost to the projects or ultimate
impact on project milestones.
Early Mitigation: Seek a clear project charter sponsored by all members of the
management and project committees. The charter should mandate clear and timely
review and approval of project deliverables.
Contingency: None, outside of standard escalation
Tight Time-Frames, Minimal Slack Between Dependent Tasks
Risk: Moderate
Consequence: Delay in dependent tasks; potential delay in go-live
Contingency:
Potential Move of WineISIT ’s Facilities
Risk: Moderate
Consequence: Disruption to scheduled project activities; disruption in dependent

project activities; potential delay in go-live; additional costs to project
Contingency: None.
Early Mitigation:
Scope Control
The control of changes to the scope identified in this document will be managed through
the Change Control procedure defined later in this document, using Change Request
Forms to identify and manage changes, with client approval for any changes that affect
cost or schedules for the project.
Relationship to Other Systems/Projects
It is the responsibility of WineISIT to inform Oracle Consulting Services of other business

initiatives that may impact the project. The following are known business initiatives:
• BevAccess relationship
• Product Loading
• Last Mile from POS to Flat File Format
• Supplier Portal Integration

• Web Media relationship
• Web design

November 16, 2003

November 16, 2003
Objectives
Mission Statement
WineISIT.com Corporation (a.k.a. WineISIT) is a marketing company that partners with

leading Participating Retailers (a.k.a., Stores or Store-owners) or Group of Stores who sell
wine and spirits in the country to form an Internet-based direct marketing sales channel
that fulfills the needs of the Stores’ Customers, Brand Owners, and the Participating
Retailers themselves.
WineISIT extends to member Stores, relationships outside of their “brick and mortar”, by
providing an integrated Internet web site that gives their Customers the ability to “buy
anywhere” and their suppliers the ability to exchange information with both retailers and
customers.
WineISIT will provide Brand Owners the opportunity to directly communicate a targeted
message to their most avid customers through the use of technology and traditional
methods such as e-mail and direct mail. At the same time WineISIT will be providing
traditional Store Customers a convenient means of purchasing these products through
Internet-based technology, such as the web, or in traditional methods like the store.
The most important element of WineISIT’s competitive advantage comes from our top
industry retailers. Our participating members are the leading innovators and retailers of
our industry. Their businesses are the faces of our industry seeing customers every day.
Our web-based competition NEVER sees a customer. Store people deal directly with
problems and solutions; offer personal product knowledge and friendly service. Internet
customers who want products for store pick-up, gift-giving / shipping, and home
delivery (where lawful) get it all with WineISIT.
We give our suppliers and advertisers a network that facilitates the information flow
between them and our individual customers. Most importantly, we have real stores as
members who have relationships with these real customers.
WineISIT.com represents some of the largest retailers in the wine and spirits retail
industry today.
Critical Success Factors
The critical success factors to meeting the goals stated in the mission statement are:
• Strong executive sponsorship and management support of the project mission and
project team
• Adequate project staffing for the expected goals and timeline to be met
• Clear roles and responsibilities defined for the project in order to assure
accountability, ownership, and quality
• A committed and well-informed project manager and project team having a

thorough understanding of the project mission, goals, and milestones
• A comprehensive project workplan and Project Management Plan
WineISIT Network Phase I Objectives 22 of 69

November 16, 2003
• A defined and maintained project infrastructure throughout the project duration

• A thorough understanding of known project risks and assumptions throughout
the executive committee and project team
Project Objectives
WineISIT has engaged Oracle Consulting to implement the solution. Oracle Consulting
has leveraged its iSpeed methodology to deliver the solution. WineISIT has completed
the Executive Workshop and Architecture and Blueprint phases of the iDiscovery process
within iSpeed. As a result of the Architecture and Blueprint, the solution development
and implementation has been broken down into 2 phases. This document defines the
Project Management Plan for Phase I of the project.
The objectives of the project are to:
• Ensure that the scope defined in this document is inline with the WineISIT’s Phase
I expectations.
• Rapid project implementations will be measured by the timeliness and accuracy of

key deliverables. The final measure will be a successful project on time and within
budget.
WineISIT Network Phase I Objectives 23 of 69

November 16, 2003
Approach
The approach includes the following main areas:
• Project Methods
• Strategy
• Plans
• Client Organization
• Acceptance
• Project Administration
Project Methods
Strategy
The project management strategies for the project are defined later in the Project
Management Plan.
The following additional product delivery process strategies include:
• Leverage the following methods within the Oracle Method family

• AIM 3.0
• CDMi
• Data Warehouse FastForward Methodology
• Customer Loyalty Reuse Offering
Century Date Strategies

• All dates input or interfaced to the Oracle system will contain the 4 digit year (eg
2000)
Plans
Data Warehouse
Data warehouse will be split into two components to deliver the operational data store.
These two phases will run concurrently to deliver the consolidated operational data
store.
Phase 1a
Phase 1a includes the consolidation of all the data from the POS systems into a
centralized operational data store. This phase will focus on obtaining the data, cleansing
WineISIT Network Phase I Approach 24 of 69

November 16, 2003
the data and making the data available for additional systems within the project. Phase
1a will use the Data Warehouse Methodology which is split into four areas being
Definition, Requirements Modeling, Construction and Production.
Phase 1b
Phase 1b includes the implementation of Customer Loyalty for WineISIT to get a

consolidated view of the customer. Customer Loyalty will source it’s information from
the Operational Data Store being source from the POS systems and the online
information collected through the Oracle Portal and Oracle iStore. Phase 1b will use the
Customer Loyalty Reuse Methodology, which is split into four areas, being: Readiness,
Scope and Design Customizations, Install, and Integrate.
Locations and Network
There are 4 number of sites that comprise the WineISIT information network.
These sites are connected by way of
The pilot site is Oracle’s e-Business Studio in Waltham, MA and Rochester, NY. The
choice of Oracle’s e-Business Studio in Waltham, MA and Rochester, NY as the first site
for implementation considers the size, risk, and resources assembled for the project. The
primary reasons for selecting this site for the pilot are:
• Time to implementation
• WineISIT current hardware, software, and infrastructure resources
Acceptance
The WineISIT Network Phase I will go through acceptance by WineISIT.com Corporation

when all deliverables are completed. The procedure to be used for this is as follows:
On completion of acceptance the client will be asked to sign an Acceptance Certificate as

a record of the successful completion of the project to its defined scope.
WineISIT Network Phase I Approach 25 of 69

November 16, 2003
Project Tasks, Deliverables, and Milestones
Planning Approach
Oracle's Oracle Method will be used on this project. The methodology covers the
following phases:
• <phase name>
•
•
Key Deliverables
This section defines the tasks and key deliverables for each phase described above.
Phase Task Key Deliverable Review Reviewers Sign-Off

Type
Data Warehouse Methodology Fast Track
Definition Develop MoSCOW list MoSCOW List I

Definition Define Architecture Architecture and Blueprint I
Definition Identify Data Sources Contacts with POS Vendors and file I Oracle
formats
Definition Construct Business Data Model Reuse Data Models I
Requireme Define Data Quality Approach Data Quality Strategy W C, PM WineISIT.co
nts m/ Oracle
Modeling
Requireme Define Acceptance Criteria Acceptance Criteria I PM Oracle
nts
Modeling
Requireme Define Cut Over Approach Promote to Production Strategy W C,PM WineISIT.co
nts m/ Oracle
Modeling
Constructio Develop MoSCOW list MoSCOW List W C,PM WineISIT.co
n m/ Oracle
Constructio Construct Business Data Model Reuse Data Models W C,PM WineISIT.co
n m/ Oracle
Constructio Map Source Data to Target Logical Source to Target Mappings W C,PM WineISIT.co
n Database Design(s) m/ Oracle
Constructio Define Data Acquisition Model Data Acquisition job streams in tools I C WineISIT.co
n m
Constructio Develop Data Acquistion (ETL) ETL Code I C WineISIT.co
n Components m
Constructio Define Capacity Plan Capacity Plan I C WineISIT.co
n m
Constructio Define Architecture Technical Architecture W C,PM WineISIT.co
n m/ Oracle
Constructio Detail Recovery and Fallback Recovery and Fallback Plan W C,PM WineISIT.co
n Approach m/ Oracle
Constructio Create Logical Database Design Logical Design W C,PM WineISIT.co
n m/ Oracle
Constructio Execute Component Tests Component Test Results I C WineISIT.co
n m
Constructio Develop Installation Plan Installation Plan I C,PM WineISIT.co
WineISIT Network Phase I Project Tasks, Deliverables, and Milestones 26 of 69

November 16, 2003
Phase Task Key Deliverable Review Reviewers Sign-Off

Type
n m/ Oracle
Readiness Business Requirements Mapping Map and Gap Report I C WineISIT.co
process m
Scope and Scope and Design Customisations Design of Customer Loyalty I C WineISIT.co
Design Phase m
Customisati
ons Phase
Install and Install and Integrate phase Technical Implementation W C,PM WineISIT.co
Integrate m / Oracle
phase
AIM / CDMi Methodology
Key: Review Type: I = Inspection, W = Walkthrough

Sign-off: C = Client PM = Project Manager
Milestones
The target milestone dates for producing the deliverables are summarized below:
Contract Deliverable Milestone Dates
MoSCoW List
Architecture and Blueprint
Contacts with POS Vendors and file formats
Reuse Data Models
Data Quality Strategy
Accep tance Criteria
Promote to Production Strategy
Reuse Data Models
Source to Target Mappings
Data Acquisition job streams in tools
ETL Code
Capacity Plan
Technical Architecture
Recovery and Fallback Plan
Logical Design
Component Test Results
Installation Plan
Map and Gap Report
Design of Customer Loyalty
Technical Implementation
WineISIT Network Phase I Project Tasks, Deliverables, and Milestones 27 of 69

November 16, 2003
Control and Reporting

The Control and Reporting process determines the scope and approach of the project,
manages change, and controls risks. This process reports progress status externally and
controls Project Management Plan preparation and updating.
Risk and Issue Management
The risks to project success were evaluated during the proposal development and
updated during project start-up as summarized earlier in this document. To manage the
risks and other issues that arise during the project, a Risk and Issue Management
Procedure will be implemented. Risks and issues will be managed through the project
using a maintained Risk and Issue Log discussed at progress meetings.
During the project, issues will occur which will be outside the boundaries of the project
team to be able to resolve. The procedure described below will be used to address these
problems to enable the development process to continue.
Record Risk and Issue Details

• Any team member or client staff may raise an issue or discover a risk and get it
added to the Issue Register as it arises. (From here on, risks and issues are referred
as issues)
• The project manager will investigate the issue and, if necessary, will update the
Risk and Issue Log with background information to place the issue in perspective.
Resolve Issue or Develop Risk Containment

• For complex issues the progress of resolution will be recorded in detail on a Risk
and Issue Form.
• Alternative solutions to the issue will be discussed and documented in the Risk
and Issue Log at progress reviews.
• The impact on schedules and costs will be estimated for each solution.
• The project manager will make a recommendation which will be documented in

the Risk and Issue Log.
• Recommendations will be reviewed at progress meetings and Change Request
Forms raised if client authorization is required, or issues transferred to Problem
Reports if changes to documentation or software are required as a result of issue
resolution.
• If change control is required then the Risk and Issue Form will be submitted for
background information as part of the Change Control process.
• If the issue can be resolved without impacting contractual obligations then the
Project Manager will sign-off the Risk and Issue Log.
• If no action is taken this fact must be clearly indicated in the Risk and Issue Log.
WineISIT Network Phase I Control and Reporting 28 of 69

November 16, 2003
Change Control
The Change Control procedure is documented below:
• Any modification to or deviation from the agreed functionality, or changes to the

time or costs agreed upon in the contract will be subject to the following
procedure.
• Change requests may be initiated by Oracle Consulting Services or the client

whenever there is a perceived need for a change that will affect the contract of
work, such as schedules, functionality, or cost.
• Agreement to a Change Request Form signifies agreement to a change in overall
costs, functionality, or schedules.
Propose Changes
• A change can be identified to both Oracle Consulting Services and client project
managers by a resolved problem or issue, document, conversation, or other form
of communication.
• The person who is functionally responsible (from Oracle Consulting Services) for
the area of change will:
• Complete a Change Request Form (CRF) for the proposed changes and submit
copies to the relevant parties (possibly including subcontractors, and technical
input) for assessment.
• Record the CRF in the change control log.

• Investigate the impact of the proposed change.
• Evaluate the impact of not performing the change.
• Prepare a response to the proposed change.
• File the CRF original in the project library. This MUST NOT BE removed except
to copy.
• Agree with the client whether the change should be performed and obtain
authorization sign-off of the CRF.
If the change is not agreed to:
• The project manager will discuss and document the objection with the client
project manager
• The proposed change will be re-negotiated if possible, or withdrawn if it is agreed

to be non-essential. In such a case, the reasons will be documented on the CRF.
Monitor Changes
• Once the CRF has been signed then work may begin.
• The project manager will adapt project plans to incorporate agreed changes and
present them at progress meetings for approval.
• Progress on the change controls will be reported at progress meetings. Both

Oracle Consulting Services and client project managers must sign the CRF once the
change has been completed.

November 16, 2003
• The CRF is returned to the originator who will update the Change Request Log
with the date completed.
• The Change Request Log will be reviewed at progress meetings to check on

changes which have not been completed.
Problem Management
The Problem Management Procedure to be used on this project is defined below:
This procedure provides a mechanism by which either party to the contract can raise for
discussion any problems that occur during the course of the project. Issues raised by
visiting specialist Oracle Consulting Services personnel will initially be documented in a
Site Visit Report and discussed at the monthly progress reviews.
A problem will normally be something that needs to be tracked in order to monitor its
status and whether or not it has been resolved or is still outstanding. This might include
problems found with documentation, software or during testing. Problems are
distinguished from issues in that they apply to perceived deficiencies in deliverables of
this project.
Record Problem Details

• A project member will complete a Problem Report (PRT) when a problem is
experienced with a deliverable document or software item.
• The originator will the send PRT to the project manager.
• The project manager will allocate a PRT number and will add it to the Problem
Report Log.
Investigate Problem
• The project manager or a delegate will assign the problem for investigation.
• The investigator will classify the level of change, if a change is required (see levels
of change section).
• Findings of investigations will be reviewed by the Oracle Consulting Services and
client project managers.
• If no action is to be taken, an explanation must be provided on the PRT and the
project manager must sign off the PRT marked with 'NO ACTION REQUIRED'.
Resolve Problem
• For complex problems the progress of resolution will be recorded in detail.
• The PRT will be forwarded to the relevant person for corrective action.
• On completion the PRT must be signed off by the project manager or a delegate.
• Return the PRT to the project manager who will close the log entry.

November 16, 2003
Status Monitoring and Reporting
Reviews
Team Progress Reviews will be held on a weekly basis to assess the progress of each team
member and to plan for the following week(s). They will also include a discussion of any
issues and problems. Workplans are updated weekly in preparation for the team review
based on completion of timesheets by staff.
Project Progress Reviews are held at monthly intervals and a report is given as input by
the project manager summarizing progress, problems, and any proposed changes. An
updated project Workplan prepared by the project manager will be a key input to the
meeting. Minutes of these meetings will be recorded and state what actions are to be
taken, by whom and by when. The actions will be discussed for resolution during
subsequent meetings.
The project steering committee meets monthly (or more frequently as required) to review
overall project progress, risks, and issues.
Site visit reports will be produced on a regular basis by all visiting specialists and
reviewed by the project manager. They will then be collated and any unresolved issues
will be discussed at Project Progress Reviews held on individual sites and added to the
Risk and Issue Log when appropriate.
The project board will meet at monthly intervals to review the progress reports and other
data relating to the project. The project manager will represent the project team at these
meetings. Other members of the project board are as follows:
• Executive Sponsor (Oracle & WineISIT)

• Project Manager (Oracle & WineISIT)
• Client CEO
• Client CFO
Actions will be identified in the minutes of all of the above reviews and will be filed in
the project file. The Risk and Issue Log will be updated as a result of discussions during
the reviews.
Progress Reporting
On a monthly basis the project manager prepares a Project Progress Report for input to
the progress reviews and a detailed Internal Progress Report for feedback and project
monitoring by Oracle Consulting Services management. Financial information is input
as part of this Internal Progress Report (see also the Finance Plan for this project).

November 16, 2003
Work Management
The Work Management process is responsible for defining, monitoring, and directing all
work performed on the project. In addition, it must maintain a financial view of the
project for Oracle Consulting Services management review.
The Workplan for this project is maintained in MS Project 98. Initial work breakdown as
summarized in the “Project Tasks, Deliverables and Milestones “ section was derived
using the Oracle Method
The project deliverables and milestones for this project are listed in a previous section.
Work Management Standards and Procedures
Oracle PJB methodology will be used.
Communication Model
The following table defines the recurring communication requirements within the project
team, with the steering committee and all other stakeholders who have an active
involvement in the management of the project. It is recommended that communications
be open and informal to promote transfer of knowledge between all parties interested.
This model reflects the recurring communications the project leaders see as critical to
make sure there is the right level of information, involvement, buy-in and overall
effective management of the project. The communication model is complemented by a
communication campaign to reach all stakeholders who are impacted by the project but
who are not actively involved in its management.
Meetings/ Agenda Timing Responsibility Participants Input Output

Media
Management
Steering Progress against plan Monthly Executive Steering committee Project Status Minutes/Acti
committee Issues summary Sponsor and Project Manager Report Summary on Items
Meeting Change control status (and Project Leads)
Action item review Oracle & WineISIT
Future activities
Project Progress against plan Weekly Project Manager All Project Leads Project Plan Minutes/Acti
Management Accomplishments/Next (and all project team) Resource Plan on Items
Status steps Oracle & WineISIT Quality Plan Status Report
Meeting Issues summary Implementation Summary
Change control status Site Status Report
Action item review
Development
Functional Progress against plan As needed Project Manager Functional Team Functional Status Minutes/Acti
Review Issues summary Leads Report on Items
Meeting Change control status Key Users
Action item review
Future activities
Technical Progress against plan As needed Project Manager Technical Team Technical Status Minutes/Acti
Review Issues summary Leads Report on Items
Meeting Change control status Key Users
Action item review
Future activities
WineISIT Network Phase I Work Management 32 of 69

November 16, 2003
Meeting Preparation
• Distribute the agenda for each meeting, at least 24 hours in advance. Chose as an
initial topic a subject that is relatively easy and short and likely to build consensus;
organize the rest of meeting topics by order of importance. Allocate duration for
each topic.
• Distribute preparation materials in advance along with the agenda and

preparation instructions.
• Communicate meeting logistics in advance, such as location, time, and conference

phone number.
• It is the responsibility of all project team members to ensure that project meetings
are attended and the preparation work completed to participate fully in the
meeting.
• For meetings of five participants or more, the meeting chairperson names a

facilitator to ensure that the objectives of the meeting are being met and that the
meeting is kept on track and managed effectively.
• The meeting chairperson names a recorder to take the minutes/action items and
distribute as planned.
• Invitees who cannot attend a meeting should inform the meeting coordinator or
chairperson and assign an attendee to speak to their specific issues.
• Project meetings should address at a minimum the following:
• Accomplishments and upcoming activities

• Progress against plan (including resourcing and budget expenditures, as
applicable)
• Project dependent deliverables
• Issues and resolution

• Change control review
• Action items
Meeting Structure
The beginning and the end of the meeting are critical times. A strong Open and Close
will provide the structure needed to keep participants focused, clear on key issues, and
ready to take action after the meeting.
In light of the agenda, preparatory materials and instructions, participants should have a
clear understanding of the purpose of the meeting and the expectations for participating
and follow up.
Typical Meeting Opening
Use the following opening:
• Introduction of each participant by name and role (unless all participants know
one another). Provide a project organizational chart so all participants can relate
to the roles described.

November 16, 2003
• As time allows, a short “ice breaker.”

• Review purpose, objectives and format of the meeting. Confirm agenda.
• Recognize facilitator (for meetings with more than 5 attendees) and meeting
scribe/recorder.
• Briefly review progress from previous meeting’s close (if regular meeting).
Typical Meeting Closure
Use the following close:
• Summarize key issues with related levels of urgency.

• Ensure participants have a clear understanding of next steps.
• Review action items and follow up steps/contacts.

• Conduct a brief meeting process review: what went well and what needs
improvement for next meeting.
Thank attendees for their participation.
Workplan Control
The Project Workplan will be updated from project staff timesheets on a weekly basis. At
monthly intervals the latest status will be reported to WineISIT.com Corporation and
Oracle Consulting Services management as part of Status Monitoring and Reporting (see
the Control and Reporting section).
Each week the Project Plan will be baselined by saving it to a file with the week number
coded in the filename, so that it is possible to trace project data back to previous versions
of the Project Plan.
An initial baseline for the Project Plan is included in Appendix B to this plan.
Financial Control
The Finance Plan is maintained by the project with financial reporting to Oracle
Consulting Services as part of Status Monitoring and Reporting (see the Control and
Reporting section).

November 16, 2003
Resource Management
The Resource Management process provides the project with the right level of staffing
and skills and the right environments to support them. It does not cover purchasing,
recruiting, and accounting procedures; these are practice management issues and are
therefore outside the scope of this Project Management Plan.
Resource Management Standards and Procedures
The following standards and procedures are extensions to the Project Management Plan
for this project:
WineISIT Network Phase I Resource Management 35 of 69

November 16, 2003
Staff Resources
James M. Dutcher
Oracle WineIsIt Ron Foresha
Network Project Executive Sponsor
Manager
Alan Goodrich James M. Dutcher John Heaton

Project Manager Project Manager Project Manager
(Apps Tech, Portal, &
(CRM & ERP) (DW)
iStore)
Karen Karaja
Zane Dick Melissa Schaetzke Kevin Doherty
iStore Technical
Portal Developer ERP Developer CRM Developer Solution Architect
Lead
James M. Dutcher
ODS Technical
iStore Developer Portal Developer CL Technical Lead
Lead
iStore Developer Portal Developer CL Analyst ODS Analyst
iStore Developer Portal Developer CL Analyst ODS Analyst
Alan Goodrich
Apps Tech Lead Portal Developer
Apps Tech Apps Tech

Developer Developer

November 16, 2003
• CRM
• Share project manager with other CRM Applications (i.e., iStore)
• 1 functional consultant for approximately two months
• iStore
• iStore to share project manager with Oracle Apps
• 1 administrator/technical lead, day 1. Install and configure iStore
• 1 developer, 1st month. Assist with further configuration and customizations
after iStore is configured correctly
• 1 developer, 2nd month. Assist with customizations and after go-live support
• 1 developer, 3 rd month. Work with graphics designers and modify iStore
templates
• Oracle Portal
• 2 PM/TL day 1, Work with web designers and make sure Portal is setup and
configured correctly
• 2 Portal developers, 1st month. After Portal is configured correctly

• 2-3 Portal developers, 2 nd month. After design is finished

November 16, 2003
Project Team
The project organization is shown in figure 1 below.
A separate Organization Plan (wall chart) with named individuals is maintained and
updated for the project as a communication tool. Assignment Terms of Reference for
staff assigned to the project are maintained in the associated Staffing and Organization
Plan.
Sam Shapiro
Chairman of the
Board
Ron Foresha Orrin Tobbe

Executive Sponsor President & CEO
Mel Lee
John Shattuck James M. Dutcher Burt Notarius
CFO & Project
Account Manager Project Manager Founder
Manager
Barry Singer Mike Notarius

VP Marketing & Technical
Sales Consultant
Andrea Giusiana
Executive Staff

November 16, 2003
WineISIT Staffing Plan
Burt Notarius Sam Shapiro

Orrin Tobbe
Founder & Board Chairman of the
President & CEO
Member Board
Barry Singer Michael Notarius Ron Brown

Mel Lee Andrea Giusiana
VP Marketing & Technical Technical
CFO Executive Staff
Sales Consultant Consultant
Start Date for Personnel

Approximate Salary (in Months)
Job Title / Description in US$ 0 3 6 9 12
DBA $ 90,000.00 1 1
Oracle / Java Developer $ 80,000.00 2
Web Master $ 70,000.00 1
Web Designer $ 50,000.00 1 1
UNIX / NT, System Administrator, Network Administrator $ 70,000.00 1 1
Applications Developer (Java) $ 90,000.00 1
CTO $ 150,000.00 1
Technical Manager 1
Financial 1
Marketing 1
Backend Administrator (DW-ODS, DW-CL, ERP-OM, ERP- Inventory) $ 100,000.00 1
Customer Services $ 60,000.00 1 2
Technical Help Desk $ 60,000.00 1 2
Human Resources 1
Sub-Total 10 4 6 2 0
Total 22
Project Roles and Responsibilities
Project / CRM Manager
The project manager is responsible for:
• Serve as liaison between WineISIT and Oracle staff.

• Main contact point for integration between applications and the customized and
developed components
• Creating and administering a configuration management plan.

• Other responsibilities normally assigned to a project manager.

November 16, 2003
Functional Consultant - OMO
The functional consultant is responsible for:
• gathering requirements from WineISIT for Marketing Online

• identifying fit percentages
• defining WineISIT business processes with regard to Marketing Online
• setting up and configuring Marketing Online
• testing standard functionality of Marketing Online

• testing Marketing Online functionality within the customized environment
Project / iStore Manager
• Serve as liaison between web designers, and Oracle staff.

• Main contact point for integration between applications and the storefront
• Creating and administering a configuration management plan.
• Other responsibilities normally assigned to a project manager.
Technical Lead
The technical lead is responsible for:
• Providing technical guidance for all iStore functions

• Work with leads of other projects to design iStore view
• Help project manager assign and prioritize work.
• Identify risks and raise issues with appropriate project and program managers.
• Work with the iStore administrator to insure proper setup and configuration of
iStore software
iStore Administrator
The iStore Adminstrator is responsible for:
• Installing the iStore application

• Configuring iStore for each retailer under WineISIT
• Administrating iStore before production
• Testing the default iStore functionalities
iStore Developer
The iStore Developer is responsible for:
• Designing and implementing the customizations on iStore

• Testing the custom iStore functionalities
• Training graphic designers and WineISIT on the iStore architectures and JSP’s

November 16, 2003
• Supporting iStore and incrementally transitioning knowledge to WineISIT

personnel after production
Project Manager
• Developing project plans

• Assigning tasks to other project personnel
• Monitoring staff and project
• Managing risks and escalated issues from project teams
• Controlling budgets, scheduling resources, and recommending implementation
approaches
• Assuming overall responsibility for the successful conclusion of the project
• Measuring project success against budget, original scope, business objectives
Project Management directives include:
• Assisting WineISIT in the timely implementation of Oracle Applications

• Assuming responsibility for planning resource requirements and coordinating the
daily tasks of all project team members in conjunction with contract resources
• Ensuring that all resources and their respective skills are optimally utilized
• Providing quality assurance of work undertaken by staff assigned to the project
• Identifying and managing all product-related training requirements for WineISIT
staff
• Representing WineISIT in meetings with vendors and other representatives

associated or involved with the implementation
• Providing the principal point of contact between WineISIT and Oracle Consulting
Services
• Preparing and delivering regular reports on the project progress and outstanding
issues
• Encouraging the transfer of product knowledge and skills to the appropriate staff
within the organization
Team Leader
The team leader is responsible for:
• Managing tasks for a specific process, functional or application area

• Supporting the daily tasks for the assigned team
• Monitoring and reporting the progress of the assigned team
Technical Architecture
? 1 to 2 Technical Architecture / Technical Lead for 3 days a week for the first 15 weeks
- Work with Client technology team and 3rd party Vendors for infrastructure and
architecture integration
November 16, 2003
? 1 - Core Database Architect for approximately 20 weeks - Assist in setting up LDAP,

Datawarehouse environment and Operational Data Store
? 1 - Application Database Administrator for approximately 10 weeks - Assist in the set
up ,configuration, administration and installation of the Oracle Applications.
Technical Architecture Lead

The roles and responsibilities of the Technical Architecture Lead are:
• Support the architecture implementation and the Oracle applications within the
architecture
• Provide knowledge of the technical workings of the Oracle Applications

• Technical analysis, design, and development tasks such as infrastructure
integration, availability, security, management of the architecture
• Provide the interface to the third party vendors for integration to the development
systems
Oracle Technical/Core DBA

The roles and responsibilities of the Application Database Administrators are:
• Support the Custom Applications and Datawarehouse environments

• Configure, install and maintain a suitable operating environment for the
implementation
• Assist in the implementation of Standby database

• Assist in the implementation of LDAP and its replication
• Assist in the implementation of the logical and Physical
Oracle Application DBA
The roles and responsibilities of the Application Database Administrators are:
• Support the Oracle Applications operating environments

• Configure, install, and maintain a suitable operating environment for the
implementation
• Perform backup and recovery process as needed across the environments
• Monitor system performance, tablespace and concurrent manager
Application Product Specialist
The application product specialist’s responsibilities include:
• Advising, guiding, and supporting the project team on the use, implementation,
and maintenance of Oracle Applications
• Ensuring that WineISIT derives the maximum benefits from the application
products

November 16, 2003
• Completing tasks and deliverables assigned by the project manager

• Keeping the project manager informed of progress and issues in a timely manner
The application product specialist’s directives include:
• Advising and assisting in the development of a generic model

• Evaluating specific requirements and recommending how each can be
incorporated in the generic model
• Identifying feasible alternative solutions that minimize the need for custom
development
• Reviewing existing work practices in order to recommend modifications or

enhancements that enable the company to derive maximum benefits from the
products
• Identifying any external data requirements and defining phased data load and
validation procedures
• Assisting with the specification of representative data sets and business scenarios
for acceptance testing
• Transferring the appropriate business and technical skills to other project team
members
The individuals who fulfill this role are likely to have the following qualifications:
• Accounting, Manufacturing, Distribution, or Human Resources Management

Systems background
• Thorough understanding of the applications
• Experience in implementing application systems
In general, the assigned persons will be responsible for tasks requiring specific skill sets.
When WineISIT resources change, the client project manager will ensure that these
project team members transfer sufficient knowledge and ensure that coverage exists for
any outstanding assignments. If resource changes occur within the Oracle Consulting
Services staff, the project manager will use the same approach to maintain continuity and
avoid unnecessary delays in progress.
Some tasks will require representation from various WineISIT functional areas. The
client will provide all necessary resources to support these tasks.
Education and Skills Development
The staff involved with this project (including client staff) are all suitably qualified in
terms of background, experience, and skills in the tasks to be undertaken, with the
following exceptions that will be catered to during the course of the project as defined
below:
Client Staff Skills Needs

• Oracle 8i

November 16, 2003
• Oracle Workflow
• Oracle Enterprise Manager
• Oracle Discoverer
• Java
• Oracle CRM
• Oracle Order Management and Inventory
• Oracle Reports
• Oracle Portal
• Oracle iStore
• PL/SQL
• SQL, SQL*Loader
• Data Warehouse Methodology Fast Track
• Oracle Designer
• Oracle Reports and Oracle Forms
Physical Resources
Project Software/Tools
The software supplied will be in accordance with the contract and the schedules to
contract or as amended under formal Change Control. This includes:
Oracle Software
• Oracle 8I Rel2
• Oracle Enterprise Manager
• Oracle Workflow
• Oracle Enterprise Data Pump
• Oracle Warehouse Builder
• Oracle Discoverer and Discoverer Server

• Oracle Reports and Reports Server
• Oracle Portal
Operating and Other System Software

• Windows NT for Developer Workstations
• Sun Solaris
• Compaq Alpha UNIX

November 16, 2003
Software Tools
• Microsoft Project98
• Microsoft Office95
Hardware
The hardware and operating software to be used will be that specified in the contract or
schedules to contract or as amended under formal Change Control. This includes:
• Compaq ES and GS systems

• Compaq Proliant NT systems
• Apha Unix Operating system
Project Environments
The project environments consists of:
Development Environment at Waltham , Massachusetts;
• Demo - can be used as a formal/informal training environment for WineISIT, it

can also be used to develop implementation solutions in a limited manner
• Test - used to test business solutions and serve as a post-production test

environment
• Development - used to develop and unit test business solutions for interfaces,
portal development and applications enhancements
• Datawarehouse / Operational Data Store environment - used to develop and unit
test business solutions for the POS integration, Customer Loyalty and the
Datawarehouse
• LDAP/EMAIL and Staging Environments- used to develop the integration to the
different applications and also for filtering the POS dat
• Production - used only for production data , this will encompass the
Datawarehouse and the OLTP environments
Please refer to Architecture and Blueprint deliverable for the project

environments for this phase.
Software Backup Procedures and System Administration
Backups and basic system administration (machine start-up, shutdown, and recovery) of
the working environment software installation will be performed on a periodic basis by
Oracle Consulting staff/client staff in the development environment.

November 16, 2003
The test environment will also be tested with a backup and recovery.
Database sizing and instance synchronization will be performed by Oracle Consulting

staff/client staff.

November 16, 2003
Quality Management
This section defines how the quality of the project processes is to be determined (audits)
and how the quality of deliverables produced during the project are to be determined
(reviews). This section also defines how deliverables will be physically assessed for
functionality (testing), and what measurements will be collected during the project.
Quality Management Standards and Procedures
for this project:
Quality Management Standards and Procedures

•
•
•
Technical Standards
•
•
•
Quality Reviewing
Reviews will be carried out for each deliverable (documentation and software) using the
technique nominated in the Deliverables sub-section of the Scope section of this plan or the
Project Management Plan document. A record of all deliverable reviews will be kept as
an audit trail for resolution action. Techniques and responsibilities are as defined below:
A Technical Review focuses not just on looking for errors and incompleteness (as is the
purpose of any Review), but evaluates the technical aspects of a deliverable e.g., elegance
of code, functionality, etc. A Technical Design Review is a special type of Technical
Review (see below). A Technical Review is usually conducted as part of a Walkthrough
or an Inspection.
A Walkthrough (individual or group) is a review whereby the reviewer(s) step through a

deliverable to check for errors, inconsistencies, incompleteness, etc. The findings and
actions of the Walkthrough must be documented. For group Walkthroughs someone
should lead the review.
An Inspection has the same purpose but is a more formal version of a Walkthrough.
Formal roles are assigned to reviewers. These roles are:
• Moderator (leads the review)
• Author (of the deliverable being reviewed)

• Reader (reads out the part currently being reviewed)
WineISIT Network Phase I Quality Management 47 of 69

November 16, 2003
• Recorder (documents findings)

• One or more reviewers who may also be role-playing (e.g., the customer view, the
Oracle Consulting Services technical view, Oracle Consulting Services PM view,
etc.).
These types of reviews are extremely thorough since role-playing ensures that the
deliverable is evaluated from many different angles and there is a great deal of
preparation before the Inspection itself. It is therefore the most expensive type of review
to run, and should be used when appropriate (e.g., for end of phase deliverables, for
mission-critical deliverables).
Quality Auditing
Audits of Quality Management will be conducted during the project by <Auditor> at the
following points:
Audit <Auditor> Coordinator Date or Milestone

Number
1 Operational Analysis
2 Solution Design
3 Build & Unit Test
4 Testing
5 End of Transition
Test Management
Test Strategy
The test strategy for this project is to:
Refer to the Testing Requirements and Strategy (TE.010) deliverable for

more detailed information about the testing strategy for the project.
Test Levels
The following levels of testing will be used for this project:
• Module Testing
• System Testing
• Integration Testing
• Acceptance Testing
Test Execution
The following project roles are responsible for test execution:

November 16, 2003
• Module Testing to be conducted by Oracle Consulting Services

• System Testing to be conducted by Oracle Consulting Services
• Integration Testing to be conducted jointly by WineISIT and Oracle Consulting
Services
• Acceptance Testing to be conducted by WineISIT
Measurement
The following project metrics will be collected during the project and used as part of
progress reporting:
Project Metrics Collection

1. Time to design and build modules of all types
2. Number of modules under development
3. Percentage of effort spent on reviews
4. Percentage of effort spent on rework
5. Effectiveness of reviews
6. Effectiveness of system testing
7. Number of problems encountered during System Test
8. Average hours to fix a defect during development
9. Percentage of bad fixes for development
10. Variances between estimates and actuals (effort and time)
11. Number of problems at Acceptance
Reporting
1 to 8 during the project, 9 to 11 on project completion (in the project end report)

November 16, 2003
Configuration Management
The Configuration Management process identifies the items that form the configuration
that will be developed for the project, baselines these items at intervals, and manages
changes to the items. Status reports of configuration items are produced during the
project and releases prepared for testing and for delivery to the client.
Configuration Management Standards and Procedures
for this project:
•
•
Configuration Definition
The following naming conventions will be used for configuration items:
Document Files
Type Format Extension Example
Word Files
Graphics
Spreadsheets
Application Specific
Other
Programs
Program Type Format Extension Example
Forms
Reports
C-Programs
Conversion programs
Read files
Interface Programs
Procedures
More detailed custom development standards will be documented in the Design and
Development Standards document later in the project.
WineISIT Network Phase I Configuration Management 50 of 69

November 16, 2003
Document Control
Configuration Control
Knowledge Management
Release Management
Configuration Status Accounting
Configuration Audit
WineISIT Network Phase I Configuration Management 51 of 69

November 16, 2003
Appendix A - Detail Project Scope - [ Work in Progress ]
iStore
Feature Functionality
Storefront The iStore product will be available to retailer’s to provide an electronic storefront
with their co-branded web address for e.g. www.premierwines.wineisit.com
Shopping Cart Capability To provide a process for customers to place orders into a shopping cart.
Product Search Capabilities By Wine/Spirit + UPC + Description + Vintage + Origin + Region + Category
Products Creating product load scripts from Inventory

Carry inventory levels as defined by retailer
Pricing Models Standard price as defined by the retailer
Orders iStore functionality will be used to enter all orders by the customers
Orders - History & Status
Shipping Shipping Charges are calculated as a percentage of the overall order cost
Emergency Shipment Charge (Simple Calculation)
Security SSL Verisign
Partner Integration Integrate the HTML Templates designed by WebMedia
Customizations Creating an interface for the retailer to load a scanned driver’s license image for
the completion of the registration process
Orders placed in the shopping cart will be available to the specific retailer within
the retailer’s portal.
Integration with Operational Data Store

with Order Management and Inventory
with Portal
WineISIT Network Phase I Appendix A - Detail Project Scope - [ Work in Progress ] 52 of 69

November 16, 2003
Portal
Customer Retailer Supplier

•Login / Registration •Login / Registration
•Preferences / Profile •Login / Registration
•Preferences / Profile •Preferences / Profile
•Rate & Review •Rate & Review
•View 36 Offers •Rate & Review
•Search & Buy •View 36 Offers
• •Pick 12 offers & set price
•Order History •Create, Update, Delete Offers
• •Reports
•FAQ •
•Retail Inventory on Hand •
•Order History
• •Reports
•
•
•Tools (Chat, Message Board) Wineisit
•Login / Registration
•Preferences / Profile
•Rate & Review
ODS OLTP •Select 36 Offers
•Admin to Apps
•
•Reports
General A portal infrastructure for effective creation, deployment and management of

“Enterprise Information Portal”
An extensible framework for creating integrated view of community applications
A tailored working environment that allows users to personalize their portal own
experience
A simple, straightforward means for users to publish and manage content, initiate
workflow-enabled business processes by using a workflow builder
A single point of sign on (authentication) for users to allow log in by
email/password or loyalty card information
WineISIT Main Portal The first page displayed when the WineISIT URL is entered
Zip Code Locator:
• upon entering a zip code the user will be presented with a list of retailers that
service that zip code
WineISIT Administration This is the portal for WineISIT employees that will allow them to write reviews,
Portal run reports, setup unbranded items and administer promotions, billing setup and
users
Login / Logout:
• This is a way for the user to logout to close the session or to re-login if the
session expired for some reason like timing out
• The user will need access to separate applications. Oracle will build in the
functionality to provide a single username/password to all these modules
Rate & Review Wines:
• The user will be allowed to fill out a web form that asks predefined questions to
November 16, 2003
rate the wine. Also will allow for free form text to write a review of the wine
• The average numerical rating and other reviews will be displayed for the
product being reviewed
• When entering a review, the user will be able to see other reviews of the same
product
• Professional reviews can be added by WineISIT personnel
Administer Other Oracle Components:
• Link to administrator pages of the relevant oracle application
Run Predefined Reports:
• Allow WineISIT to run all reports available through Discoverer
• Display results of reports on web pages
Allow Promotion Selection:
• Allow WineISIT to select 36 from the entire list of promotions. Those will be
displayed to retailers to select 12 that they will use
Administrator User Preferences/Profile:
• Link to iStore’s customer setup/preferences page
Retailer Portal This is the home page for a retailer. There are two types of users for this page:
• Those that can write reviews and ratings
and
• Those that can use the reporting and promotion parts of the portal
Login / logout:
session expired for some reason like timing out.
Rate & Review Wines
rate the wine. Also will allow for free form text to write a review of the wine.
product being reviewed.
product
Check / Update Inventory
• Poll master catalog for product information for that retailer.
• Allow retailer to update catalog entry and submit it to WineISIT for adding to
the catalog
Sign-up for Promotions
• Allow retailer to select 12 from a list of 36 promotions and set the prices for the
products in that promotion.
• Allow download, shelf and stack promotional material

November 16, 2003
Order History
• List the orders assigned to the retailer in categories
User Preferences / Profile
• Provide a link to iStore’s customer setup / preferences page
Supplier Portal This is the home page for WineISIT authorized suppliers. Suppliers will be able to
track product and promotions as well as adding / updating candidate promotions
Login / Logout
Rate & Review Wines.
rate th e wine. Also will allow for free form text to write a review of the wine.
product
Run Predefined Reports (Pay-per-View)
• Allow WineISIT to run all reports available through Discoverer.
• Display results of reports on web pages
• Record click for billing purposes
Promotion Updates
• Allow supplier to add / update candidate promotion information
• Link to iStore’s customer setup / preferences page
Customer Portal Customer here refers to a user that will order products from retailers and
purchase the product at the retailer’s physical store. This is the portal that
WineISIT customers will see after they log in. This is the customer’s home or ‘My’
page that will serve as the starting point to all the features a customer has access to
Login / Logout
functionality to provide a single username / password to all these modules
Rate & Review Wines.
• The user will be presented with a list of the wines he has bought and will pick
one to write a review about.
rate the wine. Also, it will allow for free form text to write a review of the wine.
(review can not be done without rating).

November 16, 2003
product
Search/Buy a Product
• Link to iStore for searching and placing an order
News / Reviews
• Display the headlines from a news feed that links to the article on WineISIT’s
site
• A news feed is “published” to the site through an article approval process

Order History
• List the orders a customer has made in categories
• Link to iStore’s customer setup / preferences page
Promotions Promotions will be based on a date range either weekly or monthly, and have a set
price for an item or a group of items for that duration. These promotions will be
displayed to the customer as links to that product in a retailer’s store.
Any additional promotional material on the web site will be in the form of a file
that can be downloaded to the retailer’s local computer for processing.
A retailer can have only one promotion for a product active at any given time
through the wineISIT web site.
Marketing-on-line product will be the repository for all promotions whether active
or inactive and will have an API for the portal to use to display the products in the
promotion.
Order History Order history will be stored and queried from within the ODS history.
All portal users will run against ODS, only open and closed orders will be
displayed. There may be a user preference to select how many days back to show
orders.
The items will link to the ordering mechanism for the product for the retailer that
the purchase was made from.
Retailers can change the status of an order and add comments to orders through
the portal.
Reporting will be based on status of the order and age.
The contingency plan for when order history can not requested will be to display
an error message asking the user to try again later.
News and Enjoyment WineISIT will consolidate all news sources to a single web friendly format.
Templates for displaying these sources will be provided by web designers.
The portal will display and allow for simple searching of these news articles using
the provided templates
linking to a particular news article will be supported by the portal.
WineISIT will create links to relevant articles at appropriate places in their web
site.
Registration and Login iStore will provide the on-line registration mechanism creating users in all

November 16, 2003
relevant applications.
Portal will get login information from applications TCA.
The portal will allow the user to login, select a store and behind the scenes log the
user into whatever applications he has access to. This will be done using portal’s
login server.
The portal will retrieve customer preference and related profile information from
a data source.
Community Tools Message boards and Chat rooms will be administered and configured by WII
personnel.
Links between boards, chat rooms, and relevant news will be manually created.
The approach is to review the current utilities for chats and message boards and
have only minor (cosmetic/configuration) changes to these utilities for WII.
Interfaces WineISIT Main Portal

Customer Portal
Retailer Portal
Supplier Portal
WineISIT Administration Portal
Integration With Operational Data Store

With iStore Product
Testing Testing will include two levels of integration testing within the portal as
components are developed between portals to make sure the entire site flows
smoothly
Training Creation and updating of static pages

Adding and linking news / reviews articles
Administering the various components of the portal including adding and
updating users
Review the technical and configuration documents, and the source code with
WineISIT technical staff
NB: it is recommended that four people be trained in these areas to insure the
volume of work can be handled and that sufficient coverage is given to the tasks.
Applications Technology
Customizations Create a simple Custom Catalog Entry screen.

Create a Custom Billing Engine that will produce a report of transactions that will
come from:
• The number of e-mails sent
• The number of s-mails sent (postal mail)
These transactions will be manually entered into the WineISIT financial system.

November 16, 2003
ODS / DataWarehouse
Customizations Customizations will be limited to the integration of the data between the ODS
model and the Customer Loyalty Model.
ODS Provide the ability to import data from Five POS systems. These are Atlantic
Systems, ICS, CAMdata and two proprietary sources.
Customer Loyalty
Integration With the Portal
With the iStore product
Inventory
Product Definition Create an item master with unique identifiers

Initially load and change items from the ODS
Use multiple units of measure
Inventory Levels Define Inventory levels as ‘Plentiful’, ‘Limited’ or ‘actual quantity’ based on the
information collected in the ODS from the retailer’s POS system.
View all items, transactions, and on-hand balances online or in reports
To provide a mechanism for WineISIT, suppliers, retailers and consumers to check
inventory levels.
Integration with iStore: for inventory items
with ODS
Order Entry
Order Processing Capture order from the iStore system

Provide an order cycle that closes an order when a notification is sent to retailer
Integration With iStore

With ODS: Provide order information to the Operational Data Store when
notification sent to retailer

November 16, 2003
Marketing Online
Standard Marketing-on-line product will be the repository for all promotions whether active
or inactive and will have an API for the portal to use to display the products in the
promotion.
Campaign planning, creation & budgeting
Multiple overlapping campaigns management
Manage hard and soft campaign collateral
Summarize and detail calendar views of promotional activity to coordinate
execution of campaigns
Response management
Integration With E-Mail Center for campaign’s soft collateral distribution
with Customized Portals to display / select campaign offerings
e-Mail Center
Standard Initiate and manage outbound e-mail

Receive and distribute inbound e-mail
Integration With Marketing Online to distribute campaign soft collateral
with Portal

November 16, 2003
Appendix B – Project Plan
WineISIT Network Phase I Appendix B – Project Plan 60 of 69

November 16, 2003
Appendix C – Project Status Report
PROJECT PROGRESS REPORT

Ref: WineISIT / <PA No.> / PPR / <Date>
To Orrin Tobbe, Burt Notarius, Michael Notarius, Barry Singer, Mel Lee, Sam Shapiro
cc Ron Foresha, John Shattuck, Chris Fennessey
From Program / Project Manager – James M. Dutcher
Client WineISIT PA Number
Project WineISIT Status
Period
Project Manager Date
Country USA Region Northeast
Type of Project Description Internet Development
Overall Status of the Project:
I. Accomplishments / Decisions:
II. Deliverables and Milestones

Contract ID Description Baseline Plan Forecast or Client
or CRF Date Actual Date Approval
(Y/N)
Contract CR.010 Project Management Plan(includes SOA & Project Plan) 11/03/2000 11/08/2000
DA.010 Data Warehouse Data Sources 11/10/2000 11/10/2000
III. Major Activities for Next Period:
IV. Problems, Issues and Action Items
Outstanding
From Last Period Closed this Period New this Period Outstanding
Problems 0 0 0 0
Issues 0 0 0 0
V. Summary of Outstanding Problems/Issues:

Type Description Action Item Action Due Date Action
Responsibility
Problem
Issue
WineISIT Network Phase I Appendix C – Project Status Report 61 of 69

November 16, 2003
VI. List of Change Requests This Period

CRF Date Description Estimated Fixed Work in Oracle/Cli PA
Days/Fees Price or Progress ent Reference
T&M Approvals
1
VII. Project Financial Tracking (Through <Week Ending Date>)

Contract Type Budgeted Labor Actual Labor Labor Actuals % of Budgeted Expense Actual Expense Expense Actuals
Charges Charges Budget Changes Changes % of Budget
TMEC $0.00 $0.00 % $0.00 $0.00 %
VIII. Effort this week
Subject Areas Total Effort Person Ind. Effort

this week this week
(Hours) (Hours)
Totals
WineISIT Network Phase I Appendix C – Project Status Report 62 of 69

November 16, 2003
Appendix D – Change Request Form
WineISIT Network Phase I Appendix D – Change Request Form 63 of 69

November 16, 2003
CHANGE REQUEST FORM

Ref: ___/___/ CRF/ ___
Originator's Name: Priority: Critical/High/Medium/Low (Circle one)
Functional Area: Date Raised:
Phase/Process: Assigned to:
Client Request?: YES/NO ( Circle one) Date Resolution Required:
Status: Open/Assigned/Investigated/Resolved/Approved/Deferred/No Action (Circle one)
Change Details (description of proposed change, the reason for the proposed change, the impact of the
proposed change and the implications of not performing the proposed change):
Investigation:
Estimated Impact: Effort: Cost:
Schedule:
Possible Action (list changes):
Actual Impact: Effort: Cost:
Schedule:
Accepted (<Consultant>): Accepted (Client):
Date: Date:
Completion Verified By: Completion Date:
Associated Problem Report: Associated Risk and Issue Form:
WineISIT Network Phase I Appendix D – Change Request Form 64 of 69

November 16, 2003
Appendix E - Issue Form
ISSUE FORM
Ref: RIF _____
Originator's Name: Priority: Critical/High/Medium/Low

Phase/Process: Date Raised:
Functional Area: Assigned to:
Type: Risk/Issue Target Resolution Date:
Status: Open/Assigned/Investigated/Resolved/Approved/Deferred/No Action (Circle one)
Description:
Impact/Risk:
Possible action:
Estimated Impact/Risk:
Possible action:
Possible action:
Recommendation:
Accepted (<Consultant>): Accepted (Client):Date:
Date:
Associated Change Request Form: Change Control Accepted on:
Form 71/V2 Page __ of ___
WineISIT Network Phase I Appendix E - Issue Form 65 of 69

November 16, 2003
Appendix F – FastForward Chart of Accounts
FastForward Financials
Overview of Standard Chart of
Accounts
XX-XXX-XXXXX-
XXXXX-XXXXX
Company 2 Digits
Cost Center 3 Digits
Account 5 Digits
Future 1 5 Digits Default 00000
Future 2 5 Digits Default 00000
Company
Segment
01 Company 1
02 Company 2
03 Company 3
Account Segment Mapping Table
Natural Parent Posting Budget Account

/
Account Description Child Allowe Allowe Type
d d
BALANCE SHEET
ASSETS ASSETS P N N ASSET
CASSTS CURRENT ASSETS P N N ASSET
10101 Cash/Cash Equivalents P N N ASSET

10110 Petty Cash C Y Y ASSET
WineISIT Network Phase I Appendix F – FastForward Chart of Accounts 66 of 69

November 16, 2003
10120 Cash US Bank - 1 (RENAME from C Y Y ASSET

Questionnaire)
Questionnaire)
Questionnaire)
10130 Cash Clearing (For Oracle Cash Management)
10140 Money Markets (Rename) C Y Y ASSET
10180 Investments P N N ASSET

10181 XYZ Bank CD (Rename) C Y Y ASSET
11101 Accounts Receivable P N N ASSET

11110 AR - Trade C Y Y ASSET
11115 AR - Trade Allowance for Uncollectible C Y Y ASSET
11120 AR - Employee Advances C Y Y ASSET
11130 AR - Tax Refunds C Y Y ASSET
11140 AR - Other C Y Y ASSET
11145 AR - Other Allowance for Uncollectible C Y Y ASSET
11180 AR - Clearing C Y Y ASSET
11190 AR - Intercompany Rec/Pay C Y Y ASSET
11195 AR - Freight C Y Y ASSET
12101 Other Receivables P N N ASSET

12110 Notes Receivable - Current C Y Y ASSET
12120 NR - Allowance for Uncollectible C Y Y ASSET
12130 Interest Receivable C Y Y ASSET
C Y Y ASSET
12190 Due from Others (Rename) C Y Y ASSET
13101 Inventory P N N ASSET

13110 Work in Process (Materials) C Y Y ASSET
13150 Finished Goods C Y Y ASSET
14101 Prepaid Assets P N N ASSET

14110 Insurance - Property C Y Y ASSET
14115 Insurance - Liability C Y Y ASSET
14120 Insurance - Workers Comp C Y Y ASSET
14125 Rent C Y Y ASSET
14130 Taxes - Property C Y Y ASSET

November 16, 2003
14135 Taxes - Federal Income C Y Y ASSET

14140 Taxes - State Income C Y Y ASSET
14190 Other Prepaid Assets C Y Y ASSET
15101 Other Current Assets P N N ASSET

15110 Deferred Tax Benefits - Federal C Y Y ASSET
15120 Deferred Tax Benefits - State C Y Y ASSET
15190 Other Current Assets C Y Y ASSET
FASSTS FIXED ASSETS P N N ASSET

16101 Assets P N N ASSET
16110 Land C Y Y ASSET
16120 Land Improvements C Y Y ASSET
16130 Buildings C Y Y ASSET
16140 Leasehold Improvements C Y Y ASSET
16150 Furniture & Fixtures C Y Y ASSET
16160 Equipment C Y Y ASSET
16170 Vehicles C Y Y ASSET
16180 Computer C Y Y ASSET
16190 Construction in Process C Y Y ASSET
17101 Accumulated Depreciation P N N ASSET

17120 Acc. Dpr. - Land Improvements C Y Y ASSET
17130 Acc. Dpr. - Buildings C Y Y ASSET
17140 Acc. Dpr. - Leasehold Improvements C Y Y ASSET
17150 Acc. Dpr. - Furniture & Fixtures C Y Y ASSET
17160 Acc. Dpr. - Equipment C Y Y ASSET
17170 Acc. Dpr. - Vehicles C Y Y ASSET
17180 Acc. Dpr. - Computer C Y Y ASSET
NCASTS NON-CURRENT ASSETS P N N ASSET

19110 Cost Basis Investments C Y Y ASSET
19120 Noncurrent A/R C Y Y ASSET
19130 Amortizable Assets C Y Y ASSET
19140 Refundable Deposits C Y Y ASSET
19151 Noncurrent Deferred Taxes - Federal C Y Y ASSET
19152 Noncurrent Deferred Taxes - State C Y Y ASSET
19170 Asset Clearing C Y Y ASSET
19190 Other Non-Current Assets C Y Y ASSET
LIABS LIABILITIES P N N LIABILITY

November 16, 2003
CLIABS CURRENT LIABILITIES P N N LIABILITY
20101 Accounts Payable P N N LIABILITY

20110 AP - Trade C Y Y LIABILITY
20120 AP - Uninvoiced Inventory Receipts C Y Y LIABILITY
20130 AP - Uninvoiced Non-inventory Receipts C Y Y LIABILITY
20140 AP - Other C Y Y LIABILITY
20150 AP - Clearing C Y Y LIABILITY
20190 AP - Intercompany Pay/Rec C Y Y LIABILITY
21101 Accrued Salaries and Wages P N N LIABILITY

21110 Salaries & Wages C Y Y LIABILITY
21120 Hourly Wages C Y Y LIABILITY
21130 Accrued Bonus C Y Y LIABILITY
21140 Accrued Vacation C Y Y LIABILITY
21190 Accrued Other Benefits C Y Y LIABILITY
22101 Payroll Taxes & Deductions P N N LIABILITY

22110 Payroll Tax Employer Contribution - Federal C Y Y LIABILITY
22115 Payroll Deduction Tax Withheld - Federal C Y Y LIABILITY
22120 Payroll Tax Employer Contribution - State C Y Y LIABILITY
22125 Payroll Deduction Tax Withheld - State C Y Y LIABILITY
22130 Payroll Tax Employer Contribution - Local C Y Y LIABILITY
22135 Payroll Deduction Tax Withheld - Local C Y Y LIABILITY
22190 Other Payroll Taxes C Y Y LIABILITY
23101 Other Taxes P N N LIABILITY

23110 State Sales Tax C Y Y LIABILITY
23120 Use Tax C Y Y LIABILITY
23130 Real Estate and Property Tax C Y Y LIABILITY
23190 Other Taxes Payable C Y Y LIABILITY
24101 Accrued Expenses P N N LIABILITY

24110 Accrued Audit Fees C Y Y LIABILITY
24120 Accrued Legal Fees C Y Y LIABILITY
24130 Accrued Leases C Y Y LIABILITY
24140 Accrued Interest Expense C Y Y LIABILITY
24150 Accrued Dividends Payable C Y Y LIABILITY
24170 Short Term Debt C Y Y LIABILITY
24190 Other Accrued Expenses C Y Y LIABILITY
25101 Other Current Liabilities P N N LIABILITY

25110 Intercompany Clearing C Y Y LIABILITY
25120 Other Current Liabilities C Y Y LIABILITY

November 16, 2003
26101 Current Long-Term Debt P N N LIABILITY

26110 Current Portion - Long-Term Debt (Rename) C Y Y LIABILITY
26120 Current Portion - Capital Leases (Rename) C Y Y LIABILITY
26190 Current Portion - Other Debt C Y Y LIABILITY
LTLIAB LONG-TERM LIABILITIES P N N LIABILITY

27110 Long-Term Debt (Rename) C Y Y LIABILITY
27120 Capital Lease Obligations (Rename) C Y Y LIABILITY
27130 Subordinated Debt (Rename) C Y Y LIABILITY
27190 Other Long-Term Debt C Y Y LIABILITY
OLTLIB OTHER LONG-TERM LIABILITIES P N N LIABILITY

29110 Deferred Income C Y Y LIABILITY
29120 Deferred Income Tax - Federal C Y Y LIABILITY
29125 Deferred Income Tax - State C Y Y LIABILITY
29130 Deferred Income Tax - Other C Y Y LIABILITY
29140 Intercompany Clearing C Y Y LIABILITY
29150 Other Long-Term Liability C Y Y LIABILITY
29190 Minority Interest - Common Stock C Y Y LIABILITY
29195 Minority Interest - Paid In Surplus C Y Y LIABILITY
EQUITY EQUITY P N N EQUITY

30100 Preferred Stock C Y Y EQUITY
30200 Common Stock C Y Y EQUITY
30300 Paid in Surplus C Y Y EQUITY
30400 Dividends Paid C Y Y EQUITY

30500 Treasury Stock C Y Y EQUITY
30900 Year-to-Date Net Income (Loss) C Y Y EQUITY

30910 Adjustments C Y Y EQUITY
30999 Retained Earnings C Y Y EQUITY
INCOME STATEMENT
REVEN REVENUE P N N REVENUE
40101 Service Revenue P N N REVENUE

40110 Sales 1 (Rename) C Y Y REVENUE
November 16, 2003

40201 Discounts P N N REVENUE

40210 Sales Discounts1 (Rename) C Y Y REVENUE
40220 Sales Discounts 2 (Rename) C Y Y REVENUE
40901 Other Revenue P N N REVENUE

40910 Miscellaneous Revenue C Y Y REVENUE
40920 Revenue Clearing C Y Y REVENUE
40930 Interco Revenue 1 C Y Y REVENUE
40940 Interco Revenue 2 C Y Y REVENUE
COGS COST OF GOODS SOLD P N N EXPENSE
50101 Direct Costs P N N EXPENSE

50110 Shipping Costs C Y Y EXPENSE
50120 Freight Costs C Y Y EXPENSE
50130 Freight Discounts C Y Y EXPENSE
50140 Sales Commissions C Y Y EXPENSE
50190 Other Direct Costs
50201 Other Costs P N N EXPENSE

50210 Supply Cost 1 (Rename) C Y Y EXPENSE
50250 Other Costs 1 (Rename) C Y Y EXPENSE
50260 Other Costs 2 (Rename) C Y Y EXPENSE
OPEXP OPERATING EXPENSES P N N EXPENSE
60101 Salaries and Wages P N N EXPENSE

60110 Salary Base Compensation C Y Y EXPENSE
60111 Salary Overtime C Y Y EXPENSE
60112 Salary Bonus C Y Y EXPENSE
60113 Salary Vacation/PTO C Y Y EXPENSE
60114 Salary Holiday Pay C Y Y EXPENSE
60115 Salary Misc Pay Types C Y Y EXPENSE

November 16, 2003
60120 Hourly Compensation C Y Y EXPENSE

60121 Hourly Overtime C Y Y EXPENSE
60122 Hourly Bonus C Y Y EXPENSE
60123 Hourly Vacation/PTO C Y Y EXPENSE
60124 Hourly Holiday Pay C Y Y EXPENSE
60125 Hourly Misc Pay Types C Y Y EXPENSE
60151 Benefits P N N EXPENSE

60155 Post Retirement Benefits C Y Y EXPENSE
60156 Life Insurance C Y Y EXPENSE
60157 Medical Insurance C Y Y EXPENSE
60158 Other Benefits C Y Y EXPENSE
60159 Allocated Benefits C Y Y EXPENSE
60201 Taxes P N N EXPENSE

60210 Payroll Taxes C Y Y EXPENSE
60220 Property Taxes C Y Y EXPENSE
60230 Sales and Use Taxes C Y Y EXPENSE
60240 Real Estate Taxes C Y Y EXPENSE
60290 Other Taxes C Y Y EXPENSE
60301 Facilities Costs P N N EXPENSE

60310 Rent Expense - Building C Y Y EXPENSE
60320 Rent Expense - Equipment C Y Y EXPENSE
60330 Maintenance & Repairs C Y Y EXPENSE
60340 Security Costs C Y Y EXPENSE
60350 Utility Costs C Y Y EXPENSE
60360 Telephone C Y Y EXPENSE
60370 Water C Y Y EXPENSE
60390 Other C Y Y EXPENSE
60401 Insurance Expense P N N EXPENSE

60410 Liability Insurance C Y Y EXPENSE
60420 Property Insurance C Y Y EXPENSE
60430 Medical/Other Payroll C Y Y EXPENSE
60440 D&O Liability C Y Y EXPENSE
60450 Workman's Compensation C Y Y EXPENSE
60490 Other Insurance Premiums C Y Y EXPENSE
60501 Travel and Entertainment P N N EXPENSE

60510 Training/Conferences C Y Y EXPENSE
60520 Business Meetings C Y Y EXPENSE
60551 Travel Airfare C Y Y EXPENSE
60552 Travel Meals C Y Y EXPENSE

November 16, 2003
60553 Travel Car Rental C Y Y EXPENSE

60554 Travel Lodging C Y Y EXPENSE
60555 Travel Credit Card Fees C Y Y EXPENSE
60590 Travel/Entertainment Other C Y Y EXPENSE
60601 Professional Services P N N EXPENSE

60610 Outside Services - Auditing C Y Y EXPENSE
60620 Outside Services - Legal Fees C Y Y EXPENSE
60630 Outside Services - Consulting C Y Y EXPENSE
60690 Outside Services - Other C Y Y EXPENSE
60701 Recruiting Costs P N N EXPENSE

60710 Advertising Expense C Y Y EXPENSE
60720 Relocation Costs C Y Y EXPENSE
60730 Placement Fees C Y Y EXPENSE
60790 Other Recruiting Costs C Y Y EXPENSE
60801 Office Expenses P N N EXPENSE

60810 Freight/Shipping C Y Y EXPENSE
60820 Printing/Reproduction C Y Y EXPENSE
60830 Supplies - Office C Y Y EXPENSE
60840 Postage/Couriers C Y Y EXPENSE
60890 Other Office Expenses C Y Y EXPENSE
60901 Equipment Costs P N N EXPENSE

60910 Operating Leases C Y Y EXPENSE
60920 Computer Hardware - Expense C Y Y EXPENSE
60930 Computer Software - Expense C Y Y EXPENSE
60940 Maintenance and Repairs C Y Y EXPENSE
60990 Other Equipment Costs C Y Y EXPENSE
61001 Other Operating Costs P N N EXPENSE

61010 Director Fees C Y Y EXPENSE
61020 Bank Fees C Y Y EXPENSE
61030 Contract Labor C Y Y EXPENSE
61040 Dues C Y Y EXPENSE
61050 Outsourcing Fees (Rename) C Y Y EXPENSE
61060 Contributions/Donations C Y Y EXPENSE
61070 Subscriptions and Books C Y Y EXPENSE
61080 Advertising/Marketing C Y Y EXPENSE
61090 Non-Inventory Supplies Expense C Y Y EXPENSE
61100 Price Variances C Y Y EXPENSE
61110 Discounts Taken C Y Y EXPENSE
61190 Other Operating Costs C Y Y EXPENSE

November 16, 2003
62001 Depreciation and Amortization P N N EXPENSE

62010 Land Improvements Depreciation C Y Y EXPENSE
62020 Building Depreciation C Y Y EXPENSE
62030 Leasehold Improvements Depreciation C Y Y EXPENSE
62040 Furniture & Fixtures Depreciation C Y Y EXPENSE
62050 Equipment Depreciation C Y Y EXPENSE
62060 Vehicle Depreciation C Y Y EXPENSE
62070 Computer Depreciation C Y Y EXPENSE
62100 Capitalized Lease Amortization C Y Y EXPENSE
62190 Other Amortization C Y Y EXPENSE
OINCEX OTHER INCOME AND EXPENSES P N N EXPENSE

70001 Other Income P N N REVENUE
70010 Interest Income C Y Y REVENUE
70020 (Gain)/Loss Sale of Assets C Y Y REVENUE
70030 Miscellaneous Income C Y Y REVENUE
71001 Other Expenses P N N EXPENSE

71010 Interest Expense - Short Term Financing C Y Y EXPENSE
71020 Interest Expense - Long-Term Debt C Y Y EXPENSE
71030 Interest Expense - Capital Leases C Y Y EXPENSE
71040 Bad Debt Expense C Y Y EXPENSE
71050 Miscellaneous Expense C Y Y EXPENSE
OTHER OTHER P N N EXPENSE

80001 Provision for Income Taxes P N N EXPENSE
80010 Income Taxes - Federal C Y Y EXPENSE
80020 Income Taxes - Deferred Federal C Y Y EXPENSE
80030 Income Taxes - State C Y Y EXPENSE
80040 Income Taxes - Deferred State C Y Y EXPENSE
81001 Other Operating C Y Y EXPENSE
82001 Other Non-Operating C Y Y EXPENSE
89001 Accounting Principle Change - Cum Effect C Y Y EXPENSE
STATS STATISTICAL ACCOUNTS
S1000 Number of Employees C Y Y ASSET

S2000 Employee Hours Worked - Salaried C Y Y ASSET
S2010 Employee Hours Worked - Hourly C Y Y ASSET
S3000 Square Footage C Y Y ASSET

November 16, 2003
Overview of Standard Chart of Accounts
01 Company
01
Company
02
Company
03
Overview of Standard Chart of Accounts
Cost Center Segment Mapping
Table
000 Balance Sheet

100 Default
Corporate Office
Engineering
Marketing
Finance
Information Technology
Purchasing
Business Development


Oracle-WINEISIT PROJECT MANAGEMENT PLAN

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Oracle-WINEISIT PROJECT MANAGEMENT PLAN

Uploaded by

Copyright:

Available Formats

Oracle Method

CR.010 PROJECT MANAGEMENT

Author: James M. Dutcher

Orrin Tobbe (WineISIT)

Burt Notarius (WineISIT)

James M. Dutcher (Oracle)

Copy Number _____

Date Author Version Change Reference

19-Oct-00 James M. Dutcher Draft 1A No Previous Document

Orrin Tobbe WineISIT President & CEO

Copy No. Name Location

1 Library Master Project Library

WineISIT Network Phase I Document Control ii

8 Andrea Giusiana WineISIT

WineISIT Network Phase I Document Control iii

Appendix C – Project Status Report .............................................................................................61

WineISIT Network Phase I Document Control v

Appendix E - Issue Form..................................................................................................................62

Appendix F – FastForward Chart of Accounts .........................................................................62

WineISIT Network Phase I Document Control vi

WineISIT is a marketing company that partners with leading Participating Retailers

The project’s objective is to:

• Implement a solution that meets the prioritized business objectives of WineISIT in

Scope and Application

• Project Tasks, Deliverables, and Milestones

• Control and Reporting (issue management, scope change control, progress

• Work Management (management of tasks and project budget information)

• Quality Management (reviews of deliverables, testing, Healthchecks, etc.)

Century Date Compliance

ý Executive Briefing v1.0 (07-31-2000)

ý Business Plan v1.0 (08-22-2000)

ý WineISIT iDiscovery E-Business Executive Workshop deliverable

ý WineISIT iDiscovery Architecture & Blueprint deliverable (10-13-2000).

WineISIT Network Phase I Introduction 8 of 69

Applications The following applications will be

Sites These following sites will be used to design

Process Re-engineering Re-engineering not included in the scope

Customization Customizations will be limited to the scope

Interfaces Interfaces will be limited to the scope defined

Architecture WineISIT office infrastructure is not in scope.

Conversion No Data Conversions

WineISIT Network Phase I Scope 9 of 69

Testing Testing will include only that outlined in the

Training Training will be limited to hands-on train-the-

Education The project scope does not include the delivery

Language All screens and documentation will be

Constraints and Assumptions

The following constraints have been identified:

• Aggressive Implementation Schedule

• Business processes will be defined to leverage the standard delivered Oracle

WineISIT Network Phase I Scope 10 of 69

• Performance testing is outside of the scope

Applications (iStore, CRM and ERP)

• Marketing Online application data are populated via programs to be developed

• The Chart of Accounts (COA) detailed in Appendix F will be adopted by WineISIT

WineISIT Network Phase I Scope 11 of 69

• Customer Loyalty includes standard User Interface (UI)

Applications Technical & Portal

• The integration between a third party retailer/wholesaler exchange and the

WineISIT Network Phase I Scope 12 of 69

• Conversions and interfaces

• Full integration testing of customizations, interfaces, and conversions will be done

• Project planning is based on the production system which will be housed at an