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Humanities Financial Services Review

PROJECT MANAGEMENT PLAN

Project ID: Document: Version: Date:

HUM-PR-P1 HUMv.04 DRAFT August 30, 2007

Document History
Date
24/08/07 28/08/07 29/08/07

Version
0.01 0.02 0.03

Section
All All All

Author
C Medley C Medley C Medley

Comments
New document Completed 1st draft for comment Updated with comments from Ken McCluskey, Elaine Cross and Raymond Seah Communications plan updated

30/08/2007

0.04

Comms Plans

E Cross

Authorisation
Authority Author Project Manager Executive Dean Project Sponsor Name Craig Medley Craig Medley David Wood Ken McCluskey Signature Date

Document Management
An electronic copy of this document has been filed on J:\OUA\FS\SPU\Finance & Procurement Review\3. Divisions\Humanities\2. Project Plan

Related Documents
Reference Title

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Table of Contents
1 INTRODUCTION...............................................................................................................................4 1.1 1.2 1.3 1.4 1.5 1.6 2 ABOUT THIS DOCUMENT ...............................................................................................................4 BACKGROUND ...............................................................................................................................4 PROJECT SPONSOR ........................................................................................................................4 PROJECT MANAGER ......................................................................................................................4 PROJECT TEAM ..............................................................................................................................4 KEY STAKEHOLDERS ....................................................................................................................4

PROJECT SCOPE .............................................................................................................................4 2.1 2.2 2.3 2.4 2.5 2.6 2.7 STRATEGIC LINK ...........................................................................................................................4 PROJECT BENEFITS ........................................................................................................................5 PROJECT DELIVERABLES...............................................................................................................5 OUT OF SCOPE ...............................................................................................................................5 WORK BREAKDOWN STRUCTURE (WBS).....................................................................................5 CONSTRAINTS ...............................................................................................................................5 ASSUMPTIONS ...............................................................................................................................5

PROJECT TIME SCHEDULE .........................................................................................................5 3.1 SCHEDULE .....................................................................................................................................5

PROJECT COSTS..............................................................................................................................6 4.1 BUDGET SUMMARY .......................................................................................................................6

PROJECT ACCOUNTABILITIES ..................................................................................................6 5.1 5.2 5.3 5.4 PROJECT ORGANISATIONAL CHART..............................................................................................6 RESPONSIBILITY ASSIGNMENT MATRIX .......................................................................................6 PROJECT SPONSOR ........................................................................................................................6 PROJECT MANAGER ......................................................................................................................6

COMMUNICATIONS PLAN............................................................................................................6 6.1 PLAN .............................................................................................................................................6

RISK MANAGEMENT PLAN..........................................................................................................7 7.1 RISK ASSESSMENT ........................................................................................................................7

PROJECT CONTROL.......................................................................................................................7 8.1 8.2 PROGRESS REPORTING ..................................................................................................................7 CHANGE MANAGEMENT ...............................................................................................................7

9 10 11 12 13

APPENDIX A TASK, SCHEDULE & GANTT CHART ............................................................8 APPENDIX B PROJECT ORGANISATIONAL CHART ......................................................9 APPENDIX C RESPONSIBILITY ASSIGNMENT MATRIX.............................................10 APPENDIX D COMMUNICATION PLAN ...........................................................................11 APPENDIX E RISK MANAGEMENT PLAN........................................................................16 LEGEND FOR THE RISK MANAGEMENT PLAN .............................................................................17

13.1

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1 Introduction
1.1 About this Document
This document provides a plan for the management of the Humanities Financial Services Review Project.

1.2 Background
New transactional systems and processes have been implemented recently, being Concur and BPI (Humanities only) with an upgrade to Finance One to occur in November 2007. In addition, the Division is looking at ways in which to best undertake support activities including purchasing and accounting to ensure that efficiencies are obtained. A Financial Services Office is already operational and undertakes some financial processes i.e. electronic processing of credit card transactions. Based on the above, it is now timely to review current systems, processes and structures which accounting and purchasing transactions operate under across the Division. The areas that would be reviewed include but are not limited to; internal process flows (including invoicing, ordering, approving and reconciling), the number of people with access to systems (both Concur and Finance One), the structure of the invoicing and procurement function (who does what), skills, and how systems are used and what they are used for (e.g. request for Curtin tax invoice, what are allonges used for, what type of transactions are going through credit cards / purchase request).

1.3 Project Sponsor

The Project Sponsor is Ken McCluskey

1.4 Project Manager

The Project Manager is Craig Medley.

1.5 Project Team

The Project team is comprised of Raymond Seah and Craig Medley

1.6 Key Stakeholders

The key stakeholders (Humanities only) of this project include: Executive Dean Deans Review Panel

2 Project Scope
2.1 Strategic Link
This project specifically contributes towards to the following strategic objective(s): Excellence in operations Financial security

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2.2 Project Benefits

The expected benefits and impacts of the project deliverables are: Improved definition and understanding of the role / scope of work of the Financial Service Office in Humanities, Roadmap and high level implementation plan for the agreed changes, Improved efficiencies and effectiveness of processes within Humanities through standardisation and centralisation where identified, Potential cost savings and risk reduction in procurement and credit cards processes / systems.

2.3 Project Deliverables

The projects key deliverables are: Document / s covering: Matrix of processes and systems under Humanities Financial Services Office and respective Teaching Areas, Services identified for improvement via end to end processing / procurement arrangements / invoicing, Recommended process flow for identified services, List of service deliverables (with the resource requirement) of the Humanities Financial Services Office, Policies to support recommended services, High level implementation plan

2.4 Out of Scope

The following items are considered out of the scope: Implementation of recommendations Expenditure incurred whilst travelling (this may be included at a later date)

2.5 Work Breakdown Structure (WBS)

The project tasks to produce the project deliverables are listed in the Gantt chart at Appendix A.

2.6 Constraints
The following key project constraints were identified: Availability and willingness of staff to contribute Data quality

2.7 Assumptions
The following key assumptions influenced the development of this Project Management Plan: All staff will be available as required

3 Project Time Schedule

3.1 Schedule
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The detailed project schedule is provided in the Gantt chart at Appendix A.

4 Project Costs
4.1 Budget summary
The budget breakdown is summarised as follows: Resource Type Human resources Equipment and products Consumables Totals Total Cost ($) $30,000 Hours

$30,000

5 Project Accountabilities
5.1 Project Organisational Chart
The Project Organisational Chart provides a visual representation of the project team and project reporting structure. It is attached as Appendix B.

5.2 Responsibility Assignment Matrix

The Responsibility Assignment Matrix outlines responsibilities allocated to individuals for each task. It is attached as Appendix C.

5.3 Project Sponsor

The roles and responsibilities of the Project Sponsor include: Responsibility to senior management for the project; Endorsing this document to confirm that project scope and deliverables are correct; Approving changes to scope, schedule, and quality; Reviewing progress and providing strategic direction; Resolving issues beyond the Project Managers authority; Providing the resources and sponsorship for the project; and Examining the project at completion 2 and completing a Project Sign-off form.

5.4 Project Manager

The roles and responsibilities of the Project Manager include: Managing the day-to-day operations of the project to ensure the project deliverables are produced to scope, schedule, and quality; Monitoring and controlling the Project Management Plan; Providing status reports to the Project Sponsor; Leading the project teams to meet the project objectives; Undertaking the tasks assigned, as specified in the Responsibility Assignment Matrix (refer Appendix C); and Consulting with the Project Sponsor and key stakeholders to maintain communications and keep parties up to date on project progress.

6 Communications Plan
6.1 Plan
2

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The Communication Plan examines the key contacts, frequency of communications, and communication medium to be deployed. It is used to ensure adequate consideration has been given to consultation and information dissemination. It is attached as Appendix D.

7 Risk Management Plan

7.1 Risk Assessment
The Risk Management Plan, attached as Appendix E, examines risks, rates those risks and identifies potential treatment strategies.

8 Project Control
8.1 Progress Reporting
The Project Management Plan will be controlled on a regular basis, by means of completing Project Status Report to the Project Sponsor on a fortnightly basis. The key elements are scope, schedule, and risk, with the control process comprising: Monitoring and measuring performance; Comparing performance to this plan; Reporting on deviations and issues; and Taking corrective action (where necessary).

8.2

Change Management

Any proposed changes to the scope or quality will be processed as follows: Proposed changes will be evaluated on the basis of their impact on the project process and outcome, and in light of reasonable alternatives; Proposed changes will be formally recorded on a Project Change Control report and submitted to the Project Sponsor; The Project Sponsor will review proposed changes, and either accept or reject them; and Accepted changes will be communicated to all concerned stakeholders, and project documentation will be amended accordingly.
-END OF DOCUMENT-

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9 APPENDIX A Task, Schedule & Gantt Chart

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10 APPENDIX B Project Organisational Chart

David Wood Executive Dean

Ken McCluskey Project Sponsor

Elaine Cross Chairperson Review Committee Sarah Nairn / Phil Porter Faculty of BEAD

Craig Medley Project Manager

Raymond Seah FSO

Pat Davies Faculty of ELSSW

Lorraine Hayden Faculty of MSC

Linda Browning RGS

Denise Plowman HIMO

Jenny Young Executive PA

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11 APPENDIX C Responsibility Assignment Matrix

ID WBS TASKS Project Manager Craig R R R R N, I N, I N, I R R R R R R R R R R R R R R R R A Approval authority C Consulted Team Member Raymond I I I I R R R I I R I R I R R R I R I I I I I Review Committee N N, C N, C N I, C N N N I, C C C I, C N I N I N I N I I I A Sponsor Ken I A C N I, C N N N C I A N N N N I C, I I, A N, I I I I A

1 2 2.1 2.2 3 3.1 3.2 3.3 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 5 5.1 5.2 5.3 5.4 5.5

Policy review Purchase to Pay Stream Data analysis Data modelling Invoicing Stream Invoice profiling Develop process documentation Present P2P and Invoice data Interviews Define questions Agree on questions Conduct interviews Collate information Develop activity lists / matrices Develop process maps Review process maps with users Present findings Recommendations development Analyse prior findings Brainstorm options Develop recommendations Review recommendations Finalise recommendations LEGEND R Responsible for executing activity I Provides input N - Notified

Date:

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12 APPENDIX D Communication Plan

Stakeholder
Faculty/Area Administration staff affected by this review Review Panel

Information To Be Communicated

Frequency

Medium

Responsible

Timing

Request for feedback on the draft project plan and outlining next steps Presentation of the draft project plan. The purpose of the project; next stage on from previous financial services review project looking at financial transactional processes & where these could be improved & additional services that may then reside within the divisions financial Services office in the future. Outline of Humanities Financial Services Review project and the Project Teams approach. Also to gain input into the project depending on some of the objectives that Price Waterhouse have been tasked with. Kick-off Project, Project plan - main project objectives, communications plan, risks & key areas being covered in the project Project Status updates activities, key findings and issues Introduce the new Associate Director Transaction services to the project and go through project plan & request his involvement on the review committee Introduction of the new Associate Director Transaction services to

Executive Dean

Once before the project is officially kicked off Once before the project is officially kicked-off

Meeting

Project Sponsor, Chair of panel & Project Manager Project Sponsor and Project manager

st 31 August

Meeting

Beginning of Sept 07

Representative from Price Waterhouse looking at standardisatio n of processes & systems across the organisation Executive Dean and Deans

Prior to project kickoff

Meeting & Emails

Project Sponsor and Project Manager

st 1 meeting end of August

At start of Project

Presentation at HMB

Project Sponsor & Project Manager

th 10 Sept

Project Sponsor Financial Services

Fortnightly

Meeting

Project Manager

Starting 5th September

rd Approx 3 week in Sept

Once

Meeting

Project Sponsor, Project Team, & Chair of Review Committee

Review Committee

One of three

Committee meeting

Chair of Review Committee & Project Manager

Towards end of September

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Faculty/Area Administration staff affected by this review Review Committee

Faculty/Area Administration staff affected by this review Review Committee

Faculty/Area Administration staff affected by this review Executive Dean and Deans

the review committee as a new member, Also Summarisation of activities, findings at end of Purchase to Pay Stream Phase plus next steps General communication to staff in their area about the 1st phase ie P2P & Invoicing quantitative analysis Summarisation of activities, findings at end of Invoice Phase plus next steps General communication to staff in their area about the 2nd phase ie Interviews Review of draft recommendations and gather feedback for inclusion in final report General communication to staff in their area about the draft recommendations Project Outcomes and Recommendations

One of three

One on One meetings

Review Panel Members

Towards end of Sept

Two of Three

Committee meeting

Project Manager

Towards end of October

Two of Three

One on One meetings

Review Panel Members

Towards end of October

Three of Three

Committee meeting

Project Manager

Mid November

Two of Three

One on One meetings

Review Panel Members

Mid November

Conclusion

Presentation at HMB

Project Sponsor and Manager

Early December

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Communication Plan Calendar

September 07
Monday
August 27

Tuesday
28

Wednesday
29

Thursday
30

Friday
31 Review Committee Meeting Meeting with PWC

Saturday
September 1

Sunday
2

3 Initiation email Draft Project plan presentation to Executive Dean (during this week)

4 HMB paper

6 Project Sponsor update

10 HMB presentation

11 - Completion of Qualitative analysis phase Review Committee Meeting PM in Sydney

12 PM in Sydney

13 PM in Sydney

14

15

16

17 Introduce Associate Director Transaction Services (during this week)

18

19

20 Project Sponsor update

21

22

23

24

25

26

27

28

29

30

*Note Meeting dates with exception of HMB are indicative and subject to change
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October 07
Monday
October 1

Tuesday
2

Wednesday
3

Thursday
4

Friday
5 Project Sponsor update

Saturday
6

Sunday
7

10

11

12

13

14

15

16

17

18 Project Sponsor Update

19

20

21

22

23

24

25

26

27

28

29 - Completion of Qualitative analysis phase Review Committee Meeting

30

31

November 1

*Note Meeting dates with exception of HMB are indicative and subject to change

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November 07
Monday
October 29

Tuesday
30

Wednesday
31

Thursday
November 1

Friday
2 Project Sponsor update

Saturday
3

Sunday
4

10

11

12

13

14

15 - First Complete Draft of Recommendations Review Committee Meeting

16

17

18

19

20

21

22

23

24

25

26 Project Sponsor update

27

28

29 Project Conclusion email

30

December 1 HMB Presentation early December

*Note Meeting dates with exception of HMB are indicative and subject to change

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13 APPENDIX E Risk Management Plan

Risk Event
Poor data Unavailability of staff Push back from staff
Likelihood Consequence Rating

Treatment Strategy
Ensure data is tested through questioning Schedule interviews meetings well in advance Constant communications with review committee

Resources Requirement

Responsible Officer

By Date

Reporting Requirement

U R U

Moderate Minor Moderate

M L M

Project Manager Project Manager Review committee

CM CM CM

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13.1 Legend for the Risk Management Plan

Defining Likelihood Ratings
The following table outlines the definition of likelihood rating as applied to the risk assessment. Descriptor Almost certain Likely Possible Unlikely Rare Definition Expected to occur in most circumstances Will probably occur in most circumstances Might occur at some time Could occur at some time May only occur in exceptional circumstances

Defining Consequence Ratings

The following table outlines the definition of consequence rating as applied to the risk assessment. Consequence Catastrophic Major Moderate Minor Insignificant Project Consequence Unacceptable effect on project objectives Major effects on project objectives, requiring significant effort to rectify. Moderate effects on project objectives, requiring management effort to rectify Some difficulties experienced, but these are easily managed. No noticeable effect on project management objectives

Defining Risk Rankings

The following table outlines the definition of risk categorises, determined by combining the likelihood and consequence of a risk.

RISK FACTOR Almost certain Likely Possible Unlikely Rare

Insignificant Low Low Low Low Low

Minor High Moderate Moderate Low Low

Moderate High High High Moderate Low

Major Extreme Extreme High High Moderate

Catastrophic Extreme Extreme Extreme High High

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