Initiation-Initiation of the project was forced due to a planned spin off of the division to a free standing company Extensive research with PeopleSoft was necessary to identify a feasible hardware/software migration that would be fully supported by the vendor once completed.
Scope Planning-Four PeopleSoft modules were identified: G/L, A/P, A/R, P/O segments would be migrated from Corporate. The Human Resources (H/R) would not be migrated.
Scope Definition-A scope document including justification, methodology, and detailed functionality was developed and approved by the CFO. The scope of the project was strictly defined as a migration from Corporate with no changes to functionality except as required as part of the change of computer equipment and the software version upgrade.
Activity Definition-The activities were broken down using WBS. Major categories included, Hardware acquisition, Software acquisition, Customization Migration, and Parallel Testing.
Activity Sequencing-Meetings were held with internal staff and PeopleSoft consultants to determine the activity sequence and documented in MS-Project.
Schedule Development-The schedule was created by backing into the cut-off date with a one month (July) contingency. This was a bottom up approach with resources were identified as Programmer 1, Q/A tester 1, etc.
Resource Planning-Staffing levels were determined by bottom-up leveling of the schedule using MS-Project's resource allocation utilities. Appropriate internal resources (Q/A and training) and contract resources were identified and assigned to the project. 12 contractors were necessary to augment ZD-Events staff.
Cost Estimating- Overall cost estimates were developed based on resource and equipment costs. MS-Excel and MS-Project were used.
Cost Budgeting-Budgeting was based on measuring cash burn rate against the plan on a monthly basis.
Project Plan Development - Responsible for developing a detailed project plan and timelines. MS-Project, MS-Excel and MS-Word were used for the project plan.
Project Plan Execution-Worked with the contractors and internal resources teams to ensure project plan was performed. Some daily execution was delegated to a Jr. Project Manager as the project progressed.
Scope Verification-Since this was a migration project, scope verification was a very straight forward process. Any functionality scope change would require direct review by the CFO for approval as the goal of the project was to ensure that migrated modules worked as they did originally.
Quality Assurance-Weekly meetings were held with the project team managers and bi-weekly meetings with the CFO and Finance Director to discuss progress and resolve bottle-necks. Reports from MS-Project and MS-Excel were used in these meetings.
Team Development- Staff training was undertaken to cross train developers and system operators. Individual progress was monitored and liberally rewarded with gift certificates, bonus vacation time, delivered meals, etc. Due to the intensity of the project, frequent conflict resolution was necessary between various contractors and staff. Formal meeting ground rules were established for group meetings to reduce conflict.
Information Distribution-A bi-weekly meeting with the CFO and Finance Director was established. Reports for percent complete, staffing, and costs were created (see Quality Assurance above). A "Top 10" list was established for keeping technical staff, management and Q/A in agreement for priorities.
Source Selection- Not applicable. PeopleSoft Corporation sole source.
Contract Administration-Contracts were established for individual contract resources. These contracts were