Project Charter
Project Name:
PeopleSoft Expense 9.0 Module Implementation
UM Business Unit:
UMSYS
Department:
Division of IT: Enterprise Applications Services
Strategic Priority:
FY08 Strategic Goal #2
Executive Sponsor:
Jane Closterman
Project Manager:
Tom North
Prepared by:
Ben Canlas, Bobbi Walker & Tom North
Project Charter Version Control
Version Date Author Change Description
1.0 01/13/09 Tom North Document created.
1.1 01/15/09 Tom North Edited document for second development pass.
1.2 01/26/09 Tom North Edited document for third development pass.
1.5 02/09/09 Tom North Final Edits
1.6 02/19/09 Tom North Incorporated Jane’s edits
1.7 03/05/09 Tom North Incorporated edits based on meeting with Nikki
Krawitz, Bill Cooper, Steve Mack, Jane Closterman, Donna Johanning, and Bobbi Walker
1.8 03/11/09 Tom North Incorporated Jane’s edits
1.9 03/12/09 Tom North Incorporated Bill Cooper and Steve Mack edits
PROJECT OVERVIEW
¾ The University of Missouri currently uses a paper-based process to manage travel expense reimbursement. Compliance with existing travel policy is enforced by the Accounting Offices through manual review of expense reimbursement requests.
This project is phase one of a larger Travel Management Reengineering Initiative which
will in later phases address perdiem policy, combining PCard and Travel Card,capturing
detailed travel data, and implementation of an online booking tool. Phase one will result in all UM employee travel expense reimbursement processes migrating to the
PeopleSoft 9.0 Expenses module. Implementing the 9.0 Expenses module will allow UM to track and report on travel expenses. This will result in greater compliance with existing and future travel policy; and collective dollar leverage with travel vendors. It is
suggested this project begin in 1st Quarter 2009 with an estimated completion/go-live
date to be determined in the project planning phase.
The benefits of this project include: enhancing reporting capabilities for travel related expenses, enhancing travel reimbursements by efficiently taking advantage of opportunities provided by an internet software solution, and streamlining the review, approval and payment process of creating travel reimbursements. The completion of this project will also ensure a solution that has delivered integration into our PS Financials environment.
1
GOAL
¾ There are six main goals of this project:
1. Implement the PeopleSoft 9.0 Expense module.
2. Migrate existing UM travel expense business process functionality to the module for the purpose of managing employee travel expenses.
3. Achieve greater compliance with existing and future travel policy. 4. Attain collective dollar leverage with travel vendors.
5. Streamline the review, approval and payment process of creating travel reimbursements.
6. Integration with our current PeopleSoft Financials environment.
2
SCOPE
¾ The Travel Management Reengineering Initiative will have multiple phases. The scope of phase one, and the focus of this project, will include: implementation of the Expense 9.0 module for employee travel, replacing the current paper intensive travel reimbursement process, workflow development for approvals, electronic submission of receipts, automated facilitation of travel policy, tracking of major travel expenditures (i.e., hotels, meals, airfare), training for all staff (i.e., approvers, reviewers, data input operators), reporting, process reengineering, importing travel card transactions, and policy modification. The scope of this project will not include implementation of offline tools unless goals of the project cannot be met without them.
¾ This project directly supports Strategic Goal #2: Provide effective, efficient, and
adaptable enterprise administrative applications and services. The goal objective supported is: Increase value, reduce costs, and improve efficiency through internal consolidations and outsourcing.
3
OBJECTIVES, DELIVERABLES AND MILESTONES
¾ Objective #1- Perform Fit-Gap Analysis
1. Analyze/List Current Travel Business Processes
2. Analyze/List PeopleSoft 9.0 Expense delivered functionality 3. Evaluate Gap deficiencies
4. Formulate gap bridges
¾ Objective #2- Installation of PeopleSoft 9.0 Expense Module 1. Prepare server hardware for module installation
2. Install PS 9.0 Expense module 3. Test module installation
3. Expense Type Setup 4. Business Rule Setup
5. Workflow Setup
¾ Objective #4- Convert/Build UM Policy Functionality 1. Code/Program UM Travel process functionality
¾ Objective #5- Test PeopleSoft 9.0 Expense Module Functionality ¾ Objective #6- Transition Campuses to Using Solution
1. End-User Training
¾ Objective #7 – Feedback on Achievement of Project Success
4
SUCCESS CRITERIA
¾ The success of this project is dependent upon the following: full replacement of paper expense process for employees, employees trained to use the system successfully, streamlined reimbursement of reported expenses, and an electronic approval process.
¾ Describe any factors that may potentially jeopardize the successful completion of the project.
1. Consensus Among Business Units – Currently, no single body provides
governance for the development and enforcement of travel policy for UM. Each business unit is responsible for ensuring compliance with travel policy. For this reason, gaining consensus among the business units regarding how to implement the PeopleSoft 9.0 Expense module may be challenging.
2. Budget Restrictions – Based on the current analysis, the hardware and software components necessary to complete the project are currently possessed, or have already been purchased. Budgetary restrictions may affect availability of internal human resources and external consulting resources.
3. Resource Availability - This project will require the concerted effort of many departments across the University System. These groups include: Office of the Controller, Division of IT (DoIT) Enterprise Applications Services Finance and Database, Systems and Operations (CSG), Procurement Services, and the Accounting Offices and focus groups on each campus. With many projects being engaged simultaneously within these areas, resources may be reallocated to projects with a higher priority. Further, backfill may be required for the daily work duties of the project team members.
4. Resource Skill Level - Training may need to be made available to project team members as the knowledge necessary to implement and configure the PeopleSoft 9.0 Expense is not currently possessed. This training needs to occur before the project is completed to allow for a smooth transition of these administration duties. Training may not be available per the project schedule due to vendor offerings or budgetary restraints.
5
ASSUMPTIONS AND CONSTRAINTS
¾ This plan is based on the following assumptions:
1. Current travel policy may not change before the project is completed. 2. The current staff resource level will not change.
3. Staff resources will have time available to complete assigned tasks as scheduled. 4. UM possesses the necessary technology to implement the solution.
5. Traveler has ability to submit barcode receipts.
6. The DoIT Imaging Team can accept barcode and email submission of receipts. 7. The training necessary for all employees will be made available only online. 8. The project will realize a phased implementation.
¾ This plan acknowledges the following constraints:
1. Resident PeopleSoft 9.0 Expense module expertise does not currently exist. 2. Backfill may not be available for project team members’ daily work duties. 3. Current policy will require modification of delivered PeopleSoft 9.0 Expense
system.
4. The timing of project go-lives cannot conflict with peak fiscal activity.
6
INTERDEPENDENCIES
¾ This project will interface with or impact the following systems: PS Financials, ColdFusion Applications, PS HR, and ImageNow
¾ Other projects with which this project will interface/impact: Travel Management Software.
¾ This project will interface/impact the following groups: Business Unit Accounting Offices, UM Employees, HR, Travel Coordinators, Incidental Expenditure Committee (ICE), System Payroll, Continuing Education Information System (external system interfaces will be addressed as separate projects).
7
RISKS AND POSSIBLE IMPEDIMENTS
Risk Consequence Frequency Impact Budgetary
Constriction
Project does not fully meet user needs / unable to meet specified deadline
Likely High Unknown Conversion
Issues
Project goes over-budget / is delayed in deployment
Likely High Scope Alteration /
Change
Project is unable to meet specified deadline/Project goes over-budget
Moderate High Errors in
Work-Calculation
Project goes over-budget / is delayed in deployment
Moderate High Errors in Software
Configuration
Lack of policy compliance/additional resources required to resolve consequences
Low Moderate Resource Availability Project is unable to meet specified deadline Moderate High
Resource Skill Project is unable to meet specified deadline Moderate High Resource Training Project is unable to meet specified deadline Low Moderate
Project Role Organization Role Represented By Accountabilities Involvement Executive Sponsor Controller- University of Missouri Jane Closterman Holds executive oversight over personnel Low Technical Manager
Manager, Financial Systems Applications
Ben Canlas Technical Personnel Oversight
Medium
Project Manager Project Consultant -DoIT Tom North Project Oversight High Project /
Functional Lead
Financial Systems Principal- UM Office of Controller
Bobbi Walker Functional Oversight High
Functional Manager Director-Financial Information Systems- UM Office of Controller Donna Johanning
End User Testing Signoff and Acceptance Signoff Medium Technical Lead-Programming Computer Programmer/ Analyst-DoIT Suresh Yerrapu Application Development / Programming High Technical Staff-Programming Computer Programmer/ Analyst-DoIT Rebecca Bohlmeyer Application Development / Programming Medium Technical Lead- Database Database Administrator-DoIT
Scott Jenkins Database Development/ Programming High Technical Staff- Database Database Programmer/ Analyst-DoIT
Robin Deters Database Development/ Programming
Medium
Technical Lead- Imaging
Systems Administrator-DoIT Linda Valentine
Imaging Integration High
Technical Staff-Imaging
Business Technology Analyst-DoIT
Alisa Buck Imaging Integration Medium
Training Lead Technical Writer Janis Levsen Training Development/ Coordination
Medium
Project Team Administrative Associate II- MU Accounting Services
Rita Wells Campus Functional Input / Testing
Medium
Project Team Administrative Assistant- UM Health Care Accounting Services
Libby Schultz Functional Input / Testing
Medium
Project Team Accountant- UMKC Administrative Services Freda Releford Campus Functional Input / Testing Medium
Project Team Accountant- M S&T Accounting/Financial Services Brenda Quisenberry Campus Functional Input / Testing Medium
Project Role Organization Role Represented By
Accountabilities Involvement
Project Team Accountant- UMSL Accounting Services
Faith Lucas Campus Functional Input / Testing
Medium
Project Team Administrative Manager – MU Cooperative Extension Callie Glascock Campus Functional Input / Testing Medium
Project Team Senior Clerk- UM Office of Controller Debbie Bradley Campus Functional Input / Testing Medium
Project Support Campus Accounting Directors – All Campuses
Various Project Support / Campus Signoff
Low
User Group Lead-UMSL
Senior Accountant-UMSL Faith Lucas Testing Medium
User Group Lead-UMKC Mgr. Business Fiscal Operations-Office of Vice Chancellor-Academic Affairs Dan Chambers Testing Medium User Group Lead-M S&T Manager Accounting Services – M S&T
Janet Gill Testing Medium
User Group Lead-MU
Assistant Director Business Services - MU Tracy Greenup Testing Medium User Group Lead-Hospital Assistant Manager Accounting
Tina Putnam Testing Medium
User Group Lead-System
Administrative Assistant-UM Office of the Controller
CJ Smith Testing Medium
Technical Lead- Security
Systems Security Analyst-DoIT
Caine Henderson
Security Audit Medium
Technical Lead- Systems and Operations
Software Support Analyst-DoIT
Richard Begemann
Nightly Processing Medium
9
RESOURCES
¾ Based on current analysis, the technology expected to be available to this project or deployed by this project (software, hardware, infrastructure, etc.) is already
possessed by the University of Missouri.
¾ Types and amounts of human resources needed have been partially outlined in the Roles/Responsibilities matrix. There is a significant need for resources across several departments. Namely, UM Office of Controller, UM campus Accounting Offices, Enterprise Applications Services, Systems and Operations and
Telecommunications. An estimate of hours needed to complete this project will be addressed during work breakdown structure development.
10 BUDGETARY IMPACT
¾ The budgetary impact of this project includes: the purchase of the PeopleSoft 9.0 Expense module, and PCI compliant server hardware. These items have already been purchased, or are currently possessed by UM.
¾ The expense of purchasing additional fax lines has not yet been determined.
¾ The potential need exists to hire consulting resources for the PeopleSoft 9.0 Expense module implementation, setup and development. This will be determined during the project planning phase.
Capital Expenses
Hardware Not yet determined.
Software: Expense 9.0 Module/UPK $ 165,900\$18,000
Installation Services Not yet determined.
Operating Expenses
Salaries: DoIT Only $18,900.00*
Benefits (29.77% of Salaries) $ 8,010.00
Maintenance: Hardware Not yet determined.
Maintenance: Software $ 36,498\$3,960
Depreciation of Hardware Not yet determined.
Other: Consulting Not yet determined.
*Estimated TOTAL BUDGET:
11 APPROVALS
Approved by:
__________________________________ ______________________ Project Executive Sponsor Date
__________________________________ ______________________
Division of IT Director Date
__________________________________ ______________________
Division of IT Manager Date
__________________________________ ______________________
