1. CRM Team Project Introduction

2. Physoc Team Roles (1) StaffTeam Role Philip WrightProject sponsor Nick Boross-TobyStrategic Lead Liam McKayProject Manager Casey EarlyFinance and Committee Management Helen BurgessMembership and Comms, Grants Chrissy StokesGrants Christine CarrEvents Sally HowellsUser Testing Rachel TribeMember Liaison with MGC All team membersReporting requirements

3. Physoc Team Roles (2) Project Manager (Liam) Coordination of internal activities, such as organising workshops, managing actions Identifying issues and risks Managing related internal projects & plans, for example web content Key point of contact for Silverbear Delivery Consultant Change management Change control Focal point for project within organisation Chair of weekly project team meeting Monthly reporting to programme board Escalation of issues and risks where necessary Technical/Integration Manager (Liam) Role particularly relevant where there is integration to other systems Agree and own combined systems integration design, plan and implementation Change control, particularly between suppliers Issue management and resolution between integration suppliers Managing relevant IT environment or suppliers, for example PCs or network Subject Matter Experts (The Team) Attendance at workshops to define requirements Approval of Statement of Work specification User Acceptance Testing and sign-off of delivered solution Empowered to make decisions during all phases These will typically be managers from: Membership Events Finance Marketing IT Other Super Users (The Team) Understanding configuration options and the configuration implemented Configuring reference data and other options within solution Relaying training, where “train-the-trainer” approach used Assisting staff with best use of the solution Solution advocacy Single point of contact with Silverbear Service Desk once live Typically, super users will be responsible for one or more of CRM, Portal, Events or eMail Marketing

4. Silverbear Team Matthew Kelynack Project Manager Configuration Consultant(s) Technical/Solution Lead Integration & Data Lead Russell McAully Development & QA CRM Consultants Portal Developers QA/Testers Daniel Barzotti Training Manager Carolyn McLellan Operations & Support Operations Helpdesk Lead Consultant Mark Travis (MD) Commercials Paul Bennett Product Director Neel Patankar Product Architect Product Team Patrick Moseley Delivery Director Carl Grieves Account Manager

5. Project Governance Programme Board Participants: Delivery Directory, SB Project Manager, Liam, Nick Meet monthly to maintain overview of project(s) progress Setting and communicating programme vision Projects sponsorship Strategic decision making Resolve escalated issues Budgetary control Project Team Participants: SB Project Manager, Liam Meet weekly (virtual or face to face) to manage project status During “Definition” phases, progress to agreed Statement of Work (SOW) During “Implementation” phases, monitor delivery of SOW to plan and budget Monitor (related) internal projects & dependencies Own and manage project risk, action, issue and decision log Change control Change management & communications

6. Project Approach Initiation FitGap & SoW Design Build Testing Deployment Identifies operational requirements; documentation of requirements Clear understanding of operational challenges Workflow designs; data migration design Config, Development, & Integration (FitGap reduces build time and project risk) User Acceptance Testing, System Testing Intuitive environment increase user adoption and reduces training requirements

7. Definitions Activities (FitGap) PhaseActivity FitGapMembership & Marketing ; solution overview and FitGap FitGapFinance; solution overview and FitGap FitGapGrants management: solution overview and FitGap FitGapEvent management: solution overview and FitGap FitGapReview Source data/iMIS migration workshop FitGapWebsite Integration requirements FitGapPrepare demo environment & workshops FitGapDocument, review & sign-off FitGap

8. Definitions Activities (SOW) Scoping, gap analysis, workshopsMembership Management/Journey User Stories Scoping, gap analysis, workshopsMarketing Management User Stories Scoping, gap analysis, workshopsGrants Management User Stories Scoping, gap analysis, workshopsFinance User Stories Scoping, gap analysis, workshopsEvent management User Stories IntegrationWebsite Integration design Data migrationData migration design TestingTest Cases TrainingTraining Needs Analysis & SOW Training Plan Scoping, gap analysis, workshopsDocument, review & sign-off SOW and Plan

9. Project Approach (2)

10. Data Migration Approach

11. Timeline MayJunJulAugSepOctNovDecQ1 2016 Kick-Off FitGapSOW Build & System Test UAT, Training & Deployment Prep

12. Preparation work (complete) TaskDetails Organisational chart (LM)Email over a physoc organisational chart, and highlighting physoc CRM project team members. Physoc System Access (LM)To provide access to the following physoc systems: iMIS Windows Server (via LogMeIn) iMIS user account Website /Member account Timeline (LM, NBT)Establish staff availability and confirm the FitGap start week

13. Preparation work (pending) TaskDetails Field Retention (LM + Team)To identify current iMIS fields required for new system. This will include field name, definition, table location, and field format. Website access control (LM and HB)Determine what level of access control we require on the website Service Portal (LM, NBT, HB)Determine what functionality we require in the services portal (broad brush at this stage) – i.e. update name, address, etc…renewal, marketing subs Member classifications (LM, NBT, HB)Determine member status types and ‘gracing’ rules Determine format of member ID Finance (LM, CE)Broadly outline which financial processes are currently managed in Sage 50, and which are managed in iMIS Determine all payment methods Processes (HB, CS, CC, LM)Mapping our main processes (membership application, grant application, event registration.