Initiating Planning Executing Monitoring & Controlling Closing Team C: Diana Rubalcaba, Janae Blueford, and John Calise September 29, 2014

Introduction Background Information Project Approach Success Criteria Purpose of PlanGoals and ObjectivesScope Scope Definition Not in Scope Risk Assessment Project Budget Projected Milestones Assumptions/Constraints Project Assumptions Project Constraints Related Projects Critical Project Barriers Project Management Approach High Level Timeline Roles & Responsibilities Issue Management Communication Plan Approvals

PurchaseNow v1.2 Issues 3 release versions behind Security risks Limited integration with other finance systems Only supports up to 10 users at one time Limited vendor support Outside of the current support agreement (time and material charges) Increased support calls to vendor over 12 months PurchaseNow 4.0 Benefits Full vendor support Enhanced security features and protection Upgraded integration abilities with existing financial systems Enables various levels of end user security Reporting to meet SOX compliance requirements Take advantage of upgrade incentives from vendor

Define Scope What will not be covered in the plan Clear definition of the deliverables Define Requirements Clear understanding of the stakeholder needs for effective purchasing management Define reporting needs to meet financial regulatory needs Define Resources Ensure resource availability Valid skillset participation Develop Schedule Meeting key milestone and deliverable dates set and agreed upon by sponsors and stakeholders Communication Plan Knowing and understanding the audience Communicating within the organization hierarchy

Business Goals and Objectives (SMART) Reduce annual support cost for purchasing department by 50% by end of Q Reduce purchase order process from 30 days to 5 days by end of Q Project Goals and Objectives (SMART) The pre-production environment will meet all project requirements by end of Q to allow for user training and user acceptance testing. User training completed in pre-production environment by end of Q Production environment availability reaches 99.9% uptime by end of Q Integration to other finance systems complete by mid Q2 2016

Scope Definition Planning Software Design Software Creation Static Testing Dynamic Testing In-Class training for users Software integration On-the-Job Training Support Initial release v. 1.2 followed by three subsequent releases Not in Scope of Project Purchase costs of any and all hardware upgrades required by People’s Bank Installation costs associated with such hardware Additional releases required beyond v. 4.0

Risk Assessment NOTE: The Risk Assessment will be continuously monitored and updated throughout the life of the project, with monthly assessments included in the status report (see Communications Plan) and open to amendment by the Project Manager. RiskRisk Impact Level (L/M/H)Probability of Event (L/M/H)Mitigation Strategy Inadequate security with initial release HighMediumContract with outside security experts to assess before initial release Delays in software rollout due to Project Sponsors Hardware MediumHighHave software engineers determine the minimum hardware requirements during the design phase Unskilled software support staff to meet the training and support needs of the Project Sponsor HighMediumHave support staff be involved in the dynamic testing of the software upgrade. This will afford them a better understanding of the software and its capabilities Software upgrade training interrupts daily operations of other departments High Work with Project Sponsor to determine best times for training and develop a training schedule. Spend less time training in a classroom environment, and have training staff work with the users during real-time operations

Projected Budget Create an estimate based upon the needs of the individual work packages Consult subject matter experts to ensure that the time and cost estimates are correct Adjust the original estimate and add reserve costs when creating a budget Determine the funding source of the work packages early on. This will avoid any confusion relating to how the project is being funded PROJECT:PurchaseNow Software Upgrade Category MaterialLaborIndirect CostsBase CostsReserveTotal CostFunding Source Planning MaterialLaborAny indirectTotal of theAny reserveThe sum ofThe source of Software Creation cost of cost associatedMaterial, Labor,costs setthe Basefunding for each Static Testing each line with each lineand Indirectaside forcosts andline item in the Dynamic Testing item in item in thecostseach linethe Reservecategory column Rollout the category item in thecosts Training category column category Support column

Projected Milestone The following represent key project milestones, with estimated completion dates: MilestoneEstimated Completion Date Software DesignOctober 17, 2014 Software BuildNovember 5, 2014 Completion of in-house and contract testingNovember 14, 2014 Software/integration approval from Project Sponsor November 19, 2014 Completion of classroom based trainingEnd of Q Software integrationMid Q Completion of on-the-job trainingEnd of Q4 2015

Project Assumptions - The following assumptions were made in preparing the Project Plan: Implementation co-led by vendor User training co-led by vendor Hardware upgrades not covered in project budget IT responsible for integration links to other finance systems Project Constraints - The following represents known project constraints: Mirrored pre-production environment only valid through end of Q Vendor user training option only valid through end of Q4 2015

Related Projects Network monitoring and controlling tool: needed to monitor changes to customer accounts Critical Project Barriers Critical project barriers are insurmountable issues that can be destructive to a project’s initiative, such as removal of project funding or natural disasters. Security challenges are of the highest priority. New projects must meet both bank and federal confidentiality guidelines in order to go live.

Project High-Level Timeline Identify the High Level Deliverables and then breakdown into work packages Project Administration Project Plan Project Schedule Project Budget Software Design & Build Static Testing Software Build Prepare for v. 1.2 release Dynamic Testing Classroom training Software integration On-the-Job training Identify repairs and alterations for future releases

Project Roles and Responsibilities NameRoleResponsibilityPhone/ Diana Rubalcaba Project SponsorUltimate decision maker and tie breaker John Calise Project ManagerManages project in accordance to Project Plan Mathew Pica Systems Developer Defining and executing development requirements To be added Janae BluefordProject AdministratorUpdating Project Plan and providing administrative support to Project Manager

Issue Management All issues need to be reported as they occur. A “Issue Log” will be created by the project administrator, in the form of the excel spreadsheet. Once the problem is logged, a copy must be immediately sent to the project manager and project administrator. The issue log will describe specific characteristics of the problem: 1) Type 2) Identifier 3) Timing 4) Description 5) Priority 6) Target resolution date

Communication Plan Form a clear and concise form of communication between all parties involved in the project. Identifying the messages needed to meet your objectives – twice a week Newsletter - monthly Teleconference- bi-weekly Posters- continuously Team meeting- weekly Intranet article- changed weekly Launch event- after the launch date

Sign-Off Sheet I have read the Project Plan and will abide by its teams and conditions and pledge my full commitment and support for the Project Plan. Diana Rubalcaba September 29, 2014 Project Sponsor Date John CaliseSeptember 29, 2014 Project Manager Date Janae BluefordSeptember 29, 2014 Project Administrator Date

Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11 th ed.). Hoboken, NJ: John Wiley and Sons Project Management Docs. (2013). Retrieved from statement.html Project Management Institute. (2013). A Guide to Project Management Body of knowledge (5th ed.). Retrieved from SearchCio. (2014). Sarbanes-Oxley Act (SOX) definition. Retrieved September 29, 2014 from