Purpose, Objective and Goals Purpose This Project Plan establishes the scope, strategic-level guidelines and approaches for managing the Department of

Purpose, Objective and GoalsPurpose, Objective and Goals

PurposeThis Project Plan establishes the scope, strategic-level guidelines and approaches for managing the Department of Veterans Affairs (VA) Core Financial and Logistics System (coreFLS) Conference Room Pilot (CRP). It also provides detailed information for data requirements, physical lab requirements, roles and responsibilities, organization structure and what administrative procedures and business scenarios are established.

ObjectiveKPMG’s objective for CRP planning and design is to help VA establish the project management procedures, technical infrastructure and initial Enterprise Resource Planning (ERP) functional documentation for the successful execution of the coreFLS Conference Room Pilot.

CRP Goals Validate each functional area can be supported by the COTS/bolt-on modules.

Identify major gaps to be addressed during the implementation phase.

Obtain buy-in from process owners and gain senior management support.

The scope of the CRP will include the following functional areas:

Scope Scope

General Ledger

Budgeting

Payment Management

Cost Accounting

Grants

Receivables/Debt Management

Purchasing

Inventory

Asset Management *

Travel

Contract Management

The following items are not in scope:

Interface development for Travel, Contract Management or any other legacy systems.

Hospital invoicing.

Retail sales (e.g., Canteen).

* Based on vendor selection, the level of participation could be impacted.

A test environment will be provided for the following, without interfaces between the legacy systems and coreFLS:

Business ScenariosBusiness ScenariosFunctional area business scenarios are templates of business processes for a particular area of an organization. They represent a chain of business transactions that share a common dependency on time or an event, such as a month-end closing or the receipt of a purchase order. Functional area business scenarios were created to provide context for CRP test scripts using the following approach:

Draft functional area business scenarios were created using existing business process information and the functional requirements developed during the VA BPR sessions.

Process owners reviewed their respective draft scenarios and provided feedback.

All feedback was incorporated and final functional area business scenarios for the CRP were submitted for approval. The coreFLS CRP functional area business scenarios are detailed in Appendix A.

Working with VA, KPMG developed a Test Script Template that will be used during the CRP. The coreFLS CRP Test Script Template is provided in Appendix B.

Following process owner approval of the final functional area business scenarios, integrated business scenarios and test scripts will be developed to test compliance with the coreFLS functional requirements.

Data RequirementsData Requirements

The CRP team must acquire the following information in order to properly develop the CRP:

Proposed Accounting Code Structure (ACS).

Sample master data (e.g., materials, vendors, customers).

Assumptions

The following are the assumptions related to the basic data requirements:

The data elements contained within this document do not comprise a comprehensive list and will be expanded upon throughout the CRP effort.

Additional basic data and elements may be required as the CRP Project progresses.

VA is responsible for providing and validating this data.

The data requirements outline critical business information required for setting up and executing the CRP. This data is a prerequisite to the COTS Adaptation team’s development of integrated test scripts, and is required to complete all scripts.

Data RequirementsData RequirementsBasic Data Requirements Approach Identify basic data requirements.

Identify initial data source(s).

VA confirms data source(s).

VA provides data extracts, preferably in electronic format.

Account Code Structure Approach Establish an intra-departmental workgroup (e.g., VHA, VBA, NCA).

Collect ACS from VA systems (e.g., FMS, IFCAP).

Develop “straw-man.”

Distribute to process owners for approval.


List of VA-wide organizational structures (e.g., Veterans Integrated Service Networks, regional offices);

List of physical locations (e.g., hospitals);

Organizational levels (e.g., hospital, supply storage area) at which inventory is stored and/or tracked;

List of financial transactions and associated General Ledger (G/L) accounts;

Chart of Accounts (see detail below);

Material master (see detail on following pages);

Vendor master (see detail on following pages);

Source list (see detail on following pages);

Customer master (see detail on following pages).

Basic Data Overview The following basic data is required to execute the CRP:


DATA REMARKSAccount Number G/L account code.Account Description Description text for G/L account.Account Type Balance sheet account or Profit/Loss (P/L) account.Results of Operations Account The G/L account of which the balance consists of the net difference since the inception of the

activity between (1) expenses and losses and (2) financing sources including appropriations, revenues and gains.

Open Item Management Indicator

Indicator that allows the tracking of balances at the transaction level.

Sub-ledger Indicator Indicator for sub-ledger activation on the G/L account, such as Vendor, Asset, etc.

Chart of Accounts Sample Data Elements


DATA REMARKSMaterial Identifier The unique value that identifies each material, e.g., National Stock Number (NSN). The material

number could be assigned internally by the system or externally by the user creating the master record.

Material Description Short description of material.Organizational Data Business organization where the material exists (e.g., VHA, VBA, NCA).Material Type Key that assigns the material to a group of materials, such as raw materials, operating supplies or

trading goods. Valuation Type The means by which the material is valued (e.g., standard price or a moving average price).Base/Alternative Units of Measurement

Units of measure in which the material is managed.

Storage Bin Identifies the storage bin within a storage location where the material is stored. Batch Management Determines whether the material is managed at the batch level.Total Shelf Life Length of time under which the material is managed, that is, from the date of production to the shelf

life expiration date.Hazardous Material Number Number that identifies the material as hazardous.Reorder Point Numeric value at which the stock will be reordered.Maximum Stock Level A value that identifies the quantity of the material that may not be exceeded. Price Unit Unit of measure for pricing.Unit Price Dollar cost per unit.

Material Master Sample Data Elements


DATA REMARKSVendor Name Name of the vendor.Organizational Data Business organizations where the vendor exists.Address Street, City, State, Country, Postal code, etc.Payment Term Such as Net 30, etc.Incoterms Specify certain internationally recognized procedures that the shipper and the receiving party must

follow for the shipping transaction to be successfully completed.Reconciliation G/L Acct. Determines the G/L account for vendor sub-ledger.Alternative Payee Determines the other possible payee for this vendor.Payment Method Default payment method for this vendor, such as electronic funds transfer (EFT), check, electronic

data interface (EDI), etc.

Vendor Master Sample Data Elements


DATA REMARKSCustomer Name Name of the customer.Organizational Data Business organizations where the customer exists.Address Street, City, State, Country, Postal code, etc.Payment Term Such as Net 30, etc.Reconciliation G/L Acct. Determines the G/L account for customer sub-ledger.Dunning Information Different dunning levels and different formats of dunning letter.Credit Information Credit limit.Payment Method Default payment method for this vendor, such as EFT, check, EDI, etc.

Customer Master Sample Data Elements

DATA REMARKSVendor Alphanumeric key that uniquely identifies a vendor.MID Material Identifier.Organizational Data Business organizations where the pricing is maintained for the vendor.Price Price for the material when it is ordered from this vendor.

Source List Sample Data Elements

Physical Lab RequirementsPhysical Lab RequirementsThe following are the physical workspace, hardware, software and technical infrastructure elements required to successfully complete the CRP.

Workspace Requirements Two thousand square feet of physical workspace, divided into two major work areas

located at KPMG’s offices: Room CIS2 at the Broadband Solutions Center (BSC) and Advanced Development Center 4 (ADC4) at the Tysons Tower.

Thirty-six work spaces with access to the following:– LAN connection; – Phones and voice mail (approximately two team members per phone);– Internet connection; – Filing cabinets;– White boards.

Additional workspace available outside the core team work areas in the Tysons Tower. Office supplies including paper, pens, white board markers and erasers, folders, staplers,

paper clips, notepads and binders. Access to four small conference rooms 12’ X 12’ (Tysons Tower). Access to two large

conference rooms 20’ X 20’ (one each at BSC and Tysons Tower). Video conference capabilities (Tysons Tower). Access to high speed photocopiers (Tysons Tower). Three analog lines per work area (CIS2 and ADC4).

Physical Lab RequirementsPhysical Lab Requirements

Hardware Requirements Two ERP Application/Database servers with 2 gigabytes (GB) RAM, 50 GB Hard Disk.

Two network switches for KPMG wide area network to BSC connection.

Non-dedicated T1 line.

One Print/File Server with dual 550MHz, 384 megabyte (MB) RAM, 9 GB Hard Disk.

One Web Server with dual 550MHz, 1.2 GB RAM, 18 GB Hard Disk.

PIX Firewall for T1.

Fully configured desktops/laptops for each VA employee including LAN capabilities. Minimum configuration must include 266MHz processor, 128 MB RAM, 4 GB Hard Disk, Windows 95, MS Office 97, Internet Explorer 4, anti-virus software, Tbase10/100 Ethernet LAN card.

Two high-speed laser jet printers.

One fax machine.

One overhead projector (1024 X 768 resolution).


CRP Technical Architecture Assumptions The estimated number of concurrent users is 50.

This architecture is designed to support the CRP and therefore may not resemble the final system design.

The CRP architecture may vary based on the COTS application selected.

Lead times for equipment setup are as follows:

– Networking equipment: between two and three weeks;

– Analog line installation at ADC site: between three and four weeks;

– T1 line installation: between 45 and 90 days.

VA will provide:

– Fully configured desktops/laptops for each VA employee;

– Two laser jet printers;

– One fax machine;

– One overhead projector (1024 X 768 resolution).


CRP Enterprise Resource Planning Software Assumptions VA will provide:

– ERP software application licenses;

– ERP database licenses;

– ERP package tools (configuration management tools, migration tools, etc.);

– Bolt-on software packages as required;

– Maintenance contract support for all licenses;

– Anti-virus software for servers.

Software Vendor support:

– Engineer implementation support;

– Development support;

– Help desk support.

VA will provide technical support for VA-specific configurations (laptops, PCs, etc.).


CRP Technical Architecture Diagram

100 MB - Backbone

DevelopmentO S - U N IX

C P U - 4 /400 M H zR A M 2G BH D 50G B

D D S 3 Tape D rive

ProductionO S - U N IX

C P U - 4 /400 M H zR A M 2G BH D 50G B

D D S 3 Tape D rive

Netw ork Printers

100 MB LAN

C P U - 266+M H zR A M 128M B

H D 4G B

C P U - 266+M H zR A M 128M B

H D 4G B

W eb Server

PC Print & FileN T O S

C P U - 500M H z P IIR A M 128M B

H D 6G B

Development ProductionPC Print & File

IS W ork Stations DesktopsInternet Access

W eb Server N T O S

C P U - 500 M H z P IIR A M 1.2G B

H D 30G B

P IXF irewall

C iscoN etworkS w itch

C iscoN etworkS w itch

KPMG Tow er CRP Facility

VA Provided HW


CRP Architecture Backup Strategy

To ensure data recovery in the event of a system or database crash, or other situations that require the operating system or the database to be restored, the following backup strategy is recommended:

Daily on-line database backups to be performed during a period of low system activity.

Weekly off-line database backups to be performed while the application is shut down.

Weekly system-level backups, excluding the database.

Daily system-level backups of the PC Print/File Server .


CRP Environment Setup

As directed by the coreFLS Project Director, the physical lab environment will be staggered in setting up the hardware and non-dedicated T1 with firewall.

Description July Aug Sept Oct Nov Dec1 ERP Application/Database Server; 2 GB RAM, 50 GB Hard Disk X X X X X X1 ERP Application/Database Server; 2 GB RAM, 50 GB Hard Disk X X X X2 Network Switches for KPMG WAN to BBC connection X X X X X XBBC Non-Dedicated T1 X X X X X XBBC Room - CIS2 X X X X X X1 Print/File Server; dual 550MHz 384 MB RAM, 9 GB Hard Disk X X X X X X1 Web Server; dual 550MHz, 1.2 GB RAM, 18 GB Hard Disk X X X X X XPIX Firewall for T1 X X X X X X

CRP Project Organization StructureCRP Project Organization StructureProject Organization

Working together with VA, KPMG developed a CRP Project Organization Structure and the accompanying roles, responsibilities and functional and technical resource requirements for the successful completion of the CRP. The organization is divided into five functional teams, each working with a specific coreFLS functional module. The teams are Integration Management, Information Technology, Finance, Logistics and Facility Management.

Each functional team is managed by a functional team lead. A CRP team lead (the COTS Adaptation Lead) manages the functional team leads and the overall CRP organization.

The primary roles within the Project Organization Structure are: COTS Adaptation workstream lead;

COTS Adaptation workstream scheduler;

Functional team leads;

Process owner representatives;

Functional application consultants;

Functional testers.

The initial outline and resource requirements for the CRP Project Organization are presented in the following pages.

CRP Project Organization StructureCRP Project Organization Structure

Resource Requirements

Success is contingent upon adequate staffing of the CRP with the appropriate resources. A minimum of 19 VA personnel resources will be required, in addition to the KPMG team. Essential requirements for these resources are:

Empowered leadership;

Dedicated full-time resources;

Functional expertise across all business units;

The ability to quickly resolve functional or process issues.

Assumptions CRP resource requirements may vary based on the ERP vendor selection.

A delay in the selection of the ERP vendor will negatively impact the Resource Plan.

Timely acquisition of VA resources to support the CRP effort.

A working partnership between VA, KPMG and the selected software vendor.

CRP Project Organization CRP Project Organization StructureStructure

C O TS A d ap ta tionW orks tream S ch ed u le r

C h an g e M an ag em en tV A - 1

In teg ra tion M an ag em en tL ead

V A - 1

IT L eadV A - 0

F in an ce L eadV A - 9

L og is tic s L eadV A - 5

F ac ility M an ag em en tL ead

V A - 2

COT S Adaptation LeadV A - 1

COTS Adaptation Lead

Role KeyCOTS Adaptation Lead CALCOTS Adaptation Workstream Scheduler CAWSFunctional Team Lead FTLProcess Owner Representative PORFunctional Application Consultant FACFunctional Tester FT

In teg ra tion TeamM em b er

In teg ra tion TeamM em b er

Integration LeadP O R (V A ) -1


CRP Integration Team Overview of functional responsibilities:

– Development of integrated business scenarios;

– Development of test scripts;

– Planning and execution of CRP activities.

D atab ase A d m in is tra to r W ork flow P rog ram L ead D ocu m en t M an ag em en t

IT Lead


CRP IT Team Overview of functional responsibilities:

– Support hardware operations for the CRP;

– Develop and execute backup procedures;

– Configure system based upon workflow requirements;

– Ensure sufficient program controls and adequate distribution of workload;

– Support resolution of issues developed during the Fit-Gap Analysis.

G en era l L ed g erF T (V A ) - 2

B u d g etin gF T (V A ) - 1

A P an d A RF T (V A ) - 2

A sse t M g t.F T (V A ) - 1

C os tin gF T (V A ) - 1

G ran tsF T (V A ) - 1

P rog ram A n a lys t

Finance LeadP O R (V A ) - 1


CRP Finance Team Overview of functional responsibilities:

– Configuration of financial management COTS system;

– Participate in script development and execution;



CRP Logistics Team Overview of functional responsibilities:

– Participate in the development of test scripts;

– Configure contract management module of COTS system;

– Configure purchasing module of COTS system;

– Configure inventory management module of COTS system;


C on trac tin gF T (V A ) - 1

P u rch as in gF T (V A ) - 2

In ven to ry M g t.F T (V A ) - 1


Logistics LeadP O R (V A ) - 1

M ain ten an ce /P ro jec tF T (V A ) - 1


Facility M anagem entLead

P O R (V A ) - 1


CRP Facility Management Team Overview of functional responsibilities:

– Configure project management module of COTS system;

– Configure maintenance module of COTS system;

– Participate in the development of test scripts;



Phasing of CRP Team Members The success of the CRP is dependent upon sufficient and knowledgeable staff.

Given the projected workload of the CRP, a phased staffing approach can be employed but may increase project risk. The staging of this workforce is as follows:

– COTS Adaptation Lead

– Process Owner Representatives

Integration

Finance

Logistics

Facilities Management

– Functional Testers

Finance

Logistics

Facilities Management

Roles and ResponsibilitiesRoles and Responsibilities

The CRP team has been assigned a Government lead (the COTS Adaptation Workstream Lead) and a contractor lead. The CRP will be staffed with both Government and contractor personnel depending on the specific functional requirements. The roles and responsibilities of each CRP team member are identified as follows:

Role ResponsibilitiesCOTS Adaptation Lead Report directly to the coreFLS Project Manager

Manage and execute all COTS Adaptation workstream activities Manage human and financial resource needs of COTS Adaptation workstream;

report all human and financial resource needs to Project Administration lead Maintain COTS Adaptation Schedule including workstream functional and

organization WBS Manage all workstream milestones Develop and manage all COTS Adaptation management policies Develop and maintain Conference Room Pilot (CRP) Plan Manage all Pre-CRP, CRP, and Post-CRP activities Manage all workstream control and reporting procedures including submission

of status reports to Project Administration workstream Develop, execute and manage workstream budget Manage and report on workstream Risk Management Plan Manage all workstream communications in accordance with project

Communication Plan; provide input to Communication Plan as needed

Roles and ResponsibilitiesRoles and ResponsibilitiesRole Responsibilities

COTS Adaptation WorkstreamScheduler

Report to COTS Adaptation lead Update the COTS Adaptation workstream schedule Submit all COTS Adaptation workstream schedule updates to the coreFLS

Project Scheduler for incorporation into the Integrated Master Schedule Follow all procedures outlined in the Schedule and WBS Maintenance Guide

Functional Team Leads Report to COTS Adaptation lead Coordinate the preparation and execution of test scripts Resolve issues identified for functional area during CRP testing Oversee the design, configuration, adaptation, and testing of the coreFLS

software Ensure documented test results are entered into the Test Case Summary Track and coordinate all changes to the CRP environment Provide team participation with other functional areas for the preparation and

execution of cross-functional test scripts Participate in Wrap-Up and Review Sessions

Process OwnerRepresentatives

Report to COTS Adaptation lead Support development of test cases that provide comprehensive and effective

coverage of all reasonable aspects of functionality Validate results (sources, inputs, outputs) are properly documented and can be

audited


Process OwnerRepresentatives (continued)

Review the impact of any issues raised and assist in their resolution Sign off on all test cases via the completed worksheet before submitting to the

Functional Team lead Validate new business procedures that were identified during the test case

development or during the CRP process Sign off on the results, conclusions and recommendations of the CRP Participate in all Wrap Up and Review Sessions

Functional ApplicationConsultants

Assist with the design, configuration, adaptation, and testing of the coreFLSsoftware

Provide advisory support in the development of the functional test scripts Provide first level of support to resolve all testing issues Assist in the execution of test scripts during CRP Provide assistance to determine the resolution of a failing test case Assist in changing the business processes and procedures Change the system functionality via COTS configuration changes Track and manage all required application setup changes to the Gold

Environment Coordinate all communications and activities with COTS support Track and manage test problems (e.g., bugs) using Problem and Issues Log


Functional Testers Provide functional expertise in support of design, configuration and adaptationof COTS software

Develop test scripts to be executed during CRP Execute targeted test cases Validate new business procedures that are identified during test case

development or during the CRP process Validate and document all test case results via test case worksheet, summary

log and/or problems or issues database. Work with Module Support resource and Process Owners to resolve test

problems Sign off on all test cases via signing the completed worksheet before final

submission to Process OwnersNote: Functional Testers and Process Owner Representatives may be same person

AdministrationAdministration

Status reporting;

Issue management;

Scope change management;

Schedule management;

Document configuration management;

Network server access and management;

System enhancements.

Each team member should be given a copy of the procedures prior to starting on the Project.

The complete CRP Project Control Procedures document is provided in Appendix C.

The CRP Project Control Procedures document provides basic standards and processes for consistent management and tracking of the CRP Project. The document outlines project management procedures required for a successful CRP, including:

Change ManagementChange Management

Work with VA personnel and the CRP team to identify and document the system’s potential impact to roles and responsibilities.

Identify the scope of the organizational change to be managed during coreFLS build and deployment.

Participate in planning change management activities for the next phase of the coreFLS Project.

Communicate all change management issues and activities to the VA organization and the coreFLS team.

A change management lead will document potential process changes that may be identified during the CRP. The change lead will:

The change management lead will document all projected changes in a matrix listing potential issues for each key area and their respective risk rating and impact. The matrix will be used to create a comprehensive strategy for addressing and managing change, and gaining buy-in from all involved users and stakeholders during build and deployment. This strategy will be created in accordance with the coreFLS Organizational Change Management Plan (an Appendix to the coreFLS Project Management Plan) and may entail staging team building activities, conducting workshops and ensuring VA personnel are actively involved in system design and implementation.

PROCESS CHANGE POTENTIAL ISSUES RISK RATING IMPACT

Integration Management

IT

Finance

Logistics

Facility Management

Organizational Change ManagementProcess Change and Issues Matrix

Change ManagementChange Management

Example Process Change and Issues Matrix

Sample

CommunicationsCommunications

In accordance with the coreFLS Project Communications Plan provided in the index of the coreFLS Project Management Plan, the primary method of communication throughout the CRP will be in the form of status meetings and reporting. Complete meeting and reporting procedures are outlined in the CRP Project Control Procedures provided in Appendix C.

Meetings

Each functional team lead is responsible for holding a weekly status meeting with the team. The meetings will follow a standard agenda and cover progress against plan and schedule, scope changes and new and open issues. The team lead will designate one team member to document all meeting results in formal meeting minutes.

Reporting

Functional team leads will use the weekly status meeting minutes to compile a weekly functional team status report that will be forwarded to the COTS Adaptation workstream lead for incorporation into weekly COTS Adaptation Stoplight Charts and Biweekly Status Reports.

TrainingTraining

The KPMG CRP team will exercise on-the-job end-user training for all VA team members. VA personnel participating in the pilot will be paired with a KPMG subject matter expert in their functional area for the duration of the CRP. The subject matter experts will guide VA personnel through the pilot and testing activities.

VA team members will be active participants in the entire CRP process. Team members will write and execute test scripts and perform actual system testing and evaluation. Members will also be involved in all aspects of documentation, reporting and issue management and resolution. This intense involvement will provide an on-the-job classroom that trains VA personnel to properly execute system transactions. Following involvement in the CRP, VA team members should have a solid understanding of coreFLS, particularly related to their individual functional area, and be able to execute transactions within their functional area.

Critical Success FactorsCritical Success Factors

The success of the CRP is dependent on several crucial events. Failure to achieve any of the following key factors can result in schedule slips, scope changes, and altered resource requirements.

The CRP critical success factors are:

Timely acquisition of resident VA functional knowledge experts;

Timely vendor selection;

Supporting infrastructure (VA-provided laptops, printers, fax machine and overhead projector);

Acquiring Sample/Master data from VA.

Documents

Purpose, Objective and Goals Purpose This Project Plan establishes the scope, strategic-level guidelines and approaches for managing the Department of