Oracle Method CR.010 PROJECT MANAGEMENT PLANdutcher.net/...Deliverables/Oracle-WINEISIT_PROJECT... · Dev Nayak Oracle Practice Director & Solutions Architect Arun Jani Oracle Practice

Oracle Method

CR.010 PROJECT MANAGEMENT PLAN

WineISIT.com Corporation

WineISIT Network Phase I

Author: James M. Dutcher

Creation Date: November 8, 2000

Last Updated: November 16, 2003

Document Ref: CR.010

Version: DRAFT 1E

Approvals:

Orrin Tobbe (WineISIT)

Burt Notarius (WineISIT)

James M. Dutcher (Oracle)

Copy Number _____

CR.010 Project Management Plan

WineISIT Network Phase I File Ref: WINEISIT_PROJECT_MANAGEMENT_PLAN_95_15-NOV-2000 (v. DRAFT 1 )

Doc Ref: CR.010 November 16, 2003

Document Control ii

Document Control

Change Record

6

Date Author Version Change Reference

19-Oct-00 James M. Dutcher Draft 1A No Previous Document 20-Oct-00/ 10-Nov-00

Paul Benati Draft 1B Input from Oracle Consulting Services personnel on the WineISIT Network project team

10-Nov-00 Paul Benati Draft 1C Review with WineISIT Executive Team 10-Nov-00 Dev Nayak Draft 1D Update Appendix A - Scope 14-Nov-00 Paul Benati Draft 1E Updates from Oracle personnel on the WineISIT

Network project team 15-Nov-00 James M. Dutcher Final 2.0 Additions to Scope, Control and Reporting,

Resource and work Management

Reviewers

Name Position

Orrin Tobbe WineISIT President & CEO Burt Notarius WineISIT Founder & Board Member Sam Shapiro WineISIT Chairman of the Board Barry Singer WineISIT VP Marketing & Sales Mel Lee WineISIT Chief Financial Officer Mike Notarius WineISIT Technical Consultant Andrea Giusiana WineISIT Ron Foresha Oracle Regional VP & Executive Sponsor James M. Dutcher Oracle Technical Director & Project Manager John Shattuck Oracle Practice Director & Account Manager Dev Nayak Oracle Practice Director & Solutions Architect Arun Jani Oracle Practice Director & Architecture Lead Alan Goodrich Oracle Practice Director & Technical Manager Paul Benati Oracle Practice Manager & Solutions Architect John Heaton Oracle Technical Manager & DW Project Lead

Distribution

Copy No. Name Location

1 Library Master Project Library 2 Orrin Tobbe WineISIT 3 Burt Notarius WineISIT 4 Sam Shapiro WineISIT 5 Barry Singer WineISIT 6 Mel Lee WineISIT 7 Mike Notarius WineISIT




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Copy No. Name Location

8 Andrea Giusiana WineISIT 9 Ron Foresha Oracle 10 James M. Dutcher Oracle 11 John Shattuck Oracle 12 Dev Nayak Oracle 13 Arun Jani Oracle 14 Alan Goodrich Oracle 15 Paul Benati Oracle 16 John Heaton Oracle

Note To Holders:

If you receive an electronic copy of this document and print it out, please write your name on the equivalent of the cover page, for document control purposes.

If you receive a hard copy of this document, please write your name on the front cover, for document control purposes.




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Contents

Document Control................................................................................................................................ii

Introduction ............................................................................................................................................ 7

Purpose ............................................................................................................................................ 7 Background..................................................................................................................................... 7 Scope and Application ................................................................................................................ 7 Related Documents ...................................................................................................................... 8

Scope ......................................................................................................................................................... 9

Scope of Project.............................................................................................................................. 9 Constraints and Assumptions ................................................................................................10 Risks ................................................................................................................................................13 Interfaces, Integration, Data Conversion Risks ................................................................13 Hardware, Network, Software Risks ...................................................................................15 Staffing Risks ................................................................................................................................16 Scope, Project Management Risks .........................................................................................18 Scope Control ...............................................................................................................................20 Relationship to Other Systems/Projects .............................................................................20

Objectives ..............................................................................................................................................22

Mission Statement ......................................................................................................................22 Critical Success Factors .............................................................................................................22 Project Objectives ........................................................................................................................23

Approach...............................................................................................................................................24

Project Methods...........................................................................................................................24 Strategy ..........................................................................................................................................24 Century Date Strategies ............................................................................................................24 Plans................................................................................................................................................24 Locations and Network ............................................................................................................25 Acceptance ....................................................................................................................................25

Project Tasks, Deliverables, and Milestones ..............................................................................26

Planning Approach....................................................................................................................26 Key Deliverables .........................................................................................................................26 Milestones .....................................................................................................................................26

Control and Reporting......................................................................................................................28

Risk and Issue Management...................................................................................................28 Change Control ...........................................................................................................................29 Problem Management...............................................................................................................30 Status Monitoring and Reporting..........................................................................................31 Reviews ..........................................................................................................................................31




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Progress Reporting.....................................................................................................................31

Work Management.............................................................................................................................32

Work Management Standards and Procedures ................................................................32 Communication Model.............................................................................................................32 Meeting Preparation ..................................................................................................................33 Meeting Structure.......................................................................................................................33 Workplan Control.......................................................................................................................34 Financial Control.........................................................................................................................34

Resource Management......................................................................................................................35

Resource Management Standards and Procedures .........................................................35 Staff Resources .............................................................................................................................36 Project Team.................................................................................................................................38 WineISIT Staffing Plan..............................................................................................................39 Project Roles and Responsibilities .........................................................................................39 Education and Skills Development ......................................................................................43 Physical Resources .....................................................................................................................44 Project Software/Tools .............................................................................................................44 Hardware ......................................................................................................................................45 Project Environments ................................................................................................................45 Software Backup Procedures and System Administration ...........................................45

Quality Management.........................................................................................................................47

Quality Management Standards and Procedures ............................................................47 Quality Reviewing......................................................................................................................47 Quality Auditing.........................................................................................................................48 Test Management .......................................................................................................................48 Test Strategy.................................................................................................................................48 Test Levels.....................................................................................................................................48 Test Execution ..............................................................................................................................48 Measurement................................................................................................................................49

Configuration Management............................................................................................................50

Configuration Management Standards and Procedures ...............................................50 Configuration Definition..........................................................................................................50 Document Control......................................................................................................................51 Configuration Control...............................................................................................................51 Knowledge Management.........................................................................................................51 Release Management.................................................................................................................51 Configuration Status Accounting..........................................................................................51 Configuration Audit..................................................................................................................51

Appendix A - Detail Project Scope - [ Work in Progress ] ....................................................52

iStore ...............................................................................................................................................52 Portal...............................................................................................................................................53 Applications Technology .........................................................................................................57 ODS / DataWarehouse.............................................................................................................58 Inventory .......................................................................................................................................58 Order Entry...................................................................................................................................58 Marketing Online........................................................................................................................59 e-Mail Center................................................................................................................................59

Appendix B – Project Plan ...............................................................................................................60

Appendix C – Project Status Report .............................................................................................61




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Appendix D – Change Request Form..........................................................................................62

Appendix E - Issue Form..................................................................................................................62

Appendix F – FastForward Chart of Accounts .........................................................................62




Introduction 7 of 69

Introduction

Purpose

The purpose of this Project Management Plan is to define the approach to project management and quality con trol that will be applied to the WineISIT Network Phase I project for WineISIT.com Corporation (WineISIT).

This document is also a reference point for the implementation, defining project components such as scope, objectives, organization, and roles and responsibilities for resources to manage project tasks and to deliver appropriate business solutions critical to WineISIT success.

This document was developed by Oracle Consulting (OC) based on a series of meetings and workshops with WineISIT’s Executive Team in Buffalo, NY.

Background

WineISIT is a marketing company that partners with leading Participating Retailers (a.k.a., Stores or Store-owners) or Group of Stores who sell wine and spirits in the country to form an Internet-based direct marketing sales channel that fulfills the needs of the Stores’ Customers, Brand Owners, and the Participating Retailers themselves.

The project’s objective is to:

• Implement a solution that meets the prioritized business objectives of WineISIT in a timely manner.

• Implement a system that is flexible, integrated and can be upgraded as necessary

WineISIT has engaged Oracle Consulting Services to implement the solution. Oracle Consulting Services has leveraged its iSpeed methodology to deliver the solution. WineISIT has completed the Executive Workshop and Architecture & Blueprint phases of the iDiscovery process within iSpeed. As a result of the Architecture & Blueprint, the solution development and implementation has been broken down into two phases. This document defines the Project Management Plan for Phase I of the project.

Scope and Application

This Project Management Plan defines the following topics for Project Management of the WineISIT Network Phase I during the Phase I :

• Scope

• Objectives

• Approach

• Project Tasks, Deliverables, and Milestones

The following topics will contain the standards and procedures to be followed on the project:




Introduction 8 of 69

• Control and Reporting (issue management, scope change control, progress reporting, etc.)

• Work Management (management of tasks and project budget information)

• Resource Management (management of staff including Roles and Responsibilities, as well as physical resources)

• Quality Management (reviews of deliverables, testing, Healthchecks, etc.)

• Configuration Management (how project intellectual capital and software are to be managed.)

The plan will be applied to both Oracle Consulting Services and WineISIT responsibilities across the project.

The Project Management Plan defines the implementation of the project for the defined scope as well as how to meet the defined objectives using the defined approach.

Century Date Compliance

In the past, two character date coding was an acceptable convention due to perceived costs associated with the additional disk and memory storage requirements of full four character date encoding. As the year 2000 approached, it became evident that a full four character coding scheme was more appropriate.

In the context of the Application Implementation Method (AIM), the convention Century Date or C/Date support rather than Year2000 or Y2K support is used. It is felt that coding for any future century date is now the modern business and technical convention.

Every applications implementation team needs to consider the impact of the century date on their implementation project. As part of the implementation effort, all customizations, legacy data conversions, and custom interfaces need to be reviewed for Century Date compliance.

The initial, and on-going, planning efforts associated with this applications implementation project will take into account the impact that previous and current coding standards have on the current implementation project underway. These considerations should address areas, such as custom extensions, data conversions, and interfaces to other applications within the overall system.

Related Documents

The following documents from WineISIT should be referred to in conjunction with this document:

ý Executive Briefing v1.0 (07-31-2000)

ý Business Plan v1.0 (08-22-2000)

The following information has been presented by Oracle and confirmed with WineISIT:

ý WineISIT iDiscovery E-Business Executive Workshop deliverable

ý WineISIT iDiscovery Architecture & Blueprint deliverable (10-13-2000).




Scope 9 of 69

Scope

Scope of Project

The scope of this project includes a number of areas. For each area, there should be a corresponding strategy for incorporating these areas into the overall project.

Applications The following applications will be implemented in this phase:

Oracle Applications

• iStore

• CRM

• Oracle Marketing Online

• E-Mail Center

• ERP

• Order Management

• Inventory

Oracle Portal • WineISIT Portal • Customer Portal • Retailer Portal • Supplier Portal

Data Warehouse

• Operational Data Store

• Customer Loyalty

Sites These following sites will be used to design and develop the solution: Oracle Rochester, NY; Oracle Waltham, MA; WineISIT Buffalo, NY; and WebMedia Buffalo, NY

Process Re-engineering Re-engineering not included in the scope

Customization Customizations will be limited to the scope defined in Appendix A.

Interfaces Interfaces will be limited to the scope defined in Appendix A.

Architecture WineISIT office infrastructure is not in scope. Printer sub systems is not in scope and assumptions are based on an ASP hosting model.

Conversion No Data Conversions




Scope 10 of 69

Testing Testing will include only that outlined in the Quality Management: Test Levels & Test Execution sections of this document.

Training Training will be limited to hands-on train-the-trainer approach during the transition to production.

Education The project scope does not include the delivery of application/technical education. Oracle Education will provide WineISIT a training plan under separate cover.

Language All screens and documentation will be displayed in US English

All of the above-listed elements comprise the scope of the project. These will be included in the Project Plan and appropriate resources will be provided by the executive sponsors.

Constraints and Assumptions

The following constraints have been identified:

• Aggressive Implementation Schedule

• Lack of Resources (people, hardware, office) at WineISIT

• Campaign data analysis is limited by ability to trace campaign information through POS systems

• Order fulfillment is limited by the ability of the POS systems to define a unique Web Order Number

• The start date of the project will have a direct impact on the implementation date

The following assumptions have been made in defining the Project Management Plan:

General

• The MoSCoW list defined in the Architecture and Blueprint will be the basis for implementation

• Upon the start of the project, this Project Management Plan must reviewed and revised as necessary including revisions to the project plan to adjust for the start date

• WineISIT will hire and make available the necessary business and technical people to deliver this solution and work with the Oracle team according to the staffing plan outlined in the Resource Management: WineISIT Staffing Plan section of this document

• WineISIT will make an experienced DBA and system administrator available for the life of the project

• Business processes will be defined to leverage the standard delivered Oracle Application functionality




Scope 11 of 69

• Post implementation support will be limited to two calendar weeks with five full time equivalents

• WineISIT will allocate sufficient time to test and to validate the Y2K compliance of all data converted from legacy/POS applications to the Oracle production environment

• Performance testing is outside of the scope

Applications (iStore, CRM and ERP)

• All Web design (including portal) will be provided by a third party selected byWineISIT and Wineisit will have web designers and a web master available throughout the project to create/convert pages and add them to the site.

• iStore will be interfaced with the Portal using simple HTML hyperlinks

• Marketing Online will update the price list in Order Management for products that are on promotion (i.e. have a lower price)

• Order Management contains the price list for each product sold on iStore

• Order Management sends the order information e-mail to the appropriate retailer

• Inventory contains the complete master catalog of products with flags to identify products associated with each retailer

• Actual image files will be stored on the file server and referenced with links stored in the iStore database

• WineISIT templates will have the same flows as the default ones from iStore

• Marketing Online application data are populated via programs to be developed

• WineISIT will manually enter original marketing campaigns

• All Web design will be provided by a third party that WineISIT selects and

• Individual retailer campaigns will be derived from original generic marketing campaigns via programs to be developed

• The Chart of Accounts (COA) detailed in Appendix F will be adopted by WineISIT and used in the application setup for Phase 1

Data Warehouse

• Integration with the Axiom products is not within the scope of this solution

• WineISIT will obtain the product item catalog through a retailers Point of Sale (POS) system or through a third party selected by WineISIT (WineISIT is considering contracting with BevAccess for this product load)

• WineISIT will obtain the daily Point of Sale (POS) data from 5 selected retailers through flat files in ASCII format or through a third party selected by WineISIT (WineISIT is considering contracting with BevAccess for this data extraction)




Scope 12 of 69

• Oracle will take five different types of POS systems are estimated for this solution. Four flat ASCII files from each of these five POS systems have been estimated at the shop level. These files must contain 1 logical record that relates to 1 physical record, must not contain embedding of muti records and the files must be either delimited with a standard mechanism (e.g. commas) or fixed format. Thus the total extractions are limited to 20 flat ASCII files. Any additional POS systems will be scoped and estimated separately.

• Oracle will use its own tools to deliver the ODS. Warehouse Administration is standard and based on Oracle Enterprise Manager and other warehouse administration tools. Should additional tools be required by Oracle that have not been specified or known until further investigation Oracle has the right to alter time frame accordingly in conjunction with consensus from WineISIT.

• Two fact tables - Inventory and Orders for the custom portion of the operational data store. Additional fact tables are limited to the standard fact tables included in the Customer Loyalty reuse model.

• Dimensions will be used from the CL offering and the Inventory offering as standard models

• Customer cleansing and consolidation is not included in this estimate. Oracle Pure Integrate will be used to add to the hygiene of the data not for total cleansing and consolidation

• Extraction and merge routines have been estimated as simple. Should there be complex business logic that needs to be determined and implemented for specific needs these will be assessed on an individual basis through the correct project management procedure

• Summarization is estimated through the use of Materialized Views and complies with the constraints of Materialized Views. Total Materialized Views are limited to six

• Error handling and exception reporting will be handled as the standard reuse offering using Oracle Warehouse Builder. Additional needs are out of this estimation

• Reporting is limited to five reports for the operational data store additional to the four standard with Customer Loyalty. These are defined as easy reports and require no 3 GL programming. These reports will be achieved using a single pass SQL statement. Should they be more complex then this shall be managed via the project management process. These will be achieved via Oracle Discoverer.

• Documentation of technical references and administration guides are standard and generated by the tools

• Customer Loyalty includes standard User Interface (UI)

Applications Technical & Portal

• The integration between a third party retailer/wholesaler exchange and the WineISIT Retailer Portal is the responsibility of WineISIT

• The Catalog Entry screen is a simple form and all data required is available

• WineISIT will provide the formulas for the Custom Billing reports




Scope 13 of 69

• WineISIT is responsible for performing any data clean-up that may be required for the:

• Conversions and interfaces

• Execution of any data extracts and loads

• Accuracy of the data

• All data must be Y2K compliant

• Oracle will provide Unit Testing for customizations, interfaces, and conversions

• Full integration testing of customizations, interfaces, and conversions will be done by WineISIT with assistance from Oracle

• All manual data conversions will be performed by WineISIT professional staff

• WineISIT developers will attend training in the Oracle tools required for completion of tasks assigned them; possibly including SQL*Loader, SQL*Plus, PL/SQL, Oracle Reports and Oracle Forms, and developing with the Application Object Library

• No Oracle Application modifications, extensions, or customizations (including reports) are included in this contract with the exception of:

• Simple Custom Catalog Entry Screen

Architecture

• The development systems will be housed at the Waltham Location and moved to WineISIT after this phase.

• Project planning is based on the production system which will be housed at an ASP.

• Oracle consulting will have timely access to the hardware vendor/distributors to assist in resolving hardware and software issues.

• Appropriate WineISIT Information Technology resources will be on hand to assist the Technical Architecture Team

Risks

The following risks have been identified that may affect the project during its progression. These and any other risks identified later will be tracked through the Risk and Issue Management process defined later in the Project Management Plan.

Interfaces, Integration, Data Conversion Risks

Changes to templates after conversion from HTML to JSP

Risk: Medium

Consequence: Delay the project (completion of checkout flow)

Contingencies:




Scope 14 of 69

1. Obtain sign-off from WineISIT to freeze HTML layout before iStore template modifications

2. Store business logic in enterprise javabeans and isolate them completely from the JSP pages.

3. Modify the design of the <integrated system or technology solution> so that the project is not delayed.

Early Mitigation: Oracle Consulting involvement to review HTML pages to ensure their compatibility with iStore throughout the analysis and design phase.

All Required POS user data and product data may not exist in the current POS Systems which are feeding the ODS.

Risk: High

Consequence: Functionality of integrated system may be comprised

Contingency: Must be controlled by aggressive project management

Early Mitigation: Same as contingency solution

POS order information may not accept a transaction number

Risk: High

Consequences: Change to business process flow - inability to tie web orders with corresponding orders in the POS

Contingencies:

1. Identify the change ASAP and inform WineISIT about the consequence of the constraint

2. Use alternative mapping methods to match the orders

Early Mitigation: Attempt to identify the POS data layout as early as possible

POS Data not Available in Flat File Format

Data may not be available from the POS systems in Flat File format and need to be extracted via a 3 GL language

Risk: High

Consequence: Delay the project

Early Mitigation : Prior to engagement define the POS systems required for Phase 1 and determine the availability of the data in flat file format. If all (or some) POS systems’ data is not in required flat file format, then seek partnerships to obtain required data prior to project start date.

Delivery Mechanism of POS System Data Not Determined

Risk: High




Scope 15 of 69

Consequence: Delay the launch of WineISIT system

Early Mitigation : Work with Store Members to determine best option(s) for uploading POS data to WineISIT.

Hardware, Network, Software Risks

Hardware and Software need to be available to fit the timeline associated with the project

Risk:

Consequences:

1. Delay in obtaining Hardware and Software will delay the implementation date

2. Project team will be idle if development system is not available for Solution Design phase

Contingency: Replan implementation for a later date

Planned Oracle Cooperative Applications Releases are not Available to Support the Workplan

Risk:

Consequences:

1. Required functionality may not be delivered

2. Users may need retraining

3. Additional resources may be consumed with upgrades

Contingency: Go live on a predecessor version and upgrade at later date

Early Mitigation: Need an early as possible decision as to what version will be implemented for production (e.g. cut-off date - confirmation of scope, technology and objectives task)

Availability of Systems

Loss of the development, or production systems environment due to hardware, software failure or errors in operations during work hours will impact the fulfillment of project tasks.

Risk: Medium

Consequence: Possible delays in project tasks, possible impacts to project milestones and/or additional costs to project to make up lost time use additional resources.

Contingency: Additional staffing to address loss in time.




Scope 16 of 69

Early Mitigation: Ensure that hardware/software environmen t is administered “as-production” during the implementation process, complete with extensive backups and high-availability..

Network Availability

Network outages would impact the ability of project team members to carry out scheduled and planned work.

Risk: Low

Consequence: Loss of the network during work hours will impact the fulfillment of project tasks.

Contingency: None.

Early Mitigation: Ensure that network provider understands and agrees to the high availability requirement

Staffing Risks

WineISIT Personnel Required will not be Available Due to other Commitments/Workload

Critical to the success of the project, is the appropriate constituent representation of key users from the business areas. The participation must be consistent, and through the entire life of the implementation project. Without key decision makers being available and participating in the appropriate project activities, decisions require additional circulation and agreement occurs at a higher cost to the project and the timeline.

Risk: Medium.

Consequence: Scheduled project activity may be delayed, potentially impacting project milestones or budget.

Contingency: Should personnel be unavailable the proper level of authority should be informed of the situation and steps should be taken to make the personnel available as required.

Early Mitigation: WineISIT personnel should have the appropriate approvals and a clear mandate to be available as required.

WineISIT Personnel that are Required do not have Sufficient Skills to Undertake the Work

Assessment is made during the project planning process as to the training requirement, aptitude and capacity to contribute for all project personnel. From time to time, this assessment may be incorrect.

Risk: Medium.

Consequence: Slippage in deliverables due from WineISIT personnel, or inadequate level of participation in decision making.




Scope 17 of 69

Contingency: Initial coaching, following by escalation to the WineISIT Project Manager or Management Committee for direction.

Early Mitigation: On project commencement, review with each individual the expectations for their involvement. Seek agreement with the individual.

WineISIT Technical Personnel Inexperienced with UNIX System Admin and Oracle Database Admin

Risk: Low

Consequence: Potential project delays as result of loss of technical environment.

Contingency: Assistance from Oracle technical resources for recovery

Early Mitigation:

Retention of Project Team Members during the Implementation

From time to time, key project personnel may be reassigned to other enterprise initiatives or leave the corporation.

Risk: Moderate

Consequence: Possible significant impact to project tasks, key deliverables, project milestone achievement and subsequently budget. Loss of key skills during critical time frames.

Contingency: Replace personnel as quickly as possible, seek transition when possible.

Early Mitigation: Ongoing initiative to augment user and technical procedures, and prepare an in-house training program.

Availability of Oracle Consulting Resources for Previously Scheduled Work

Like WineISIT , from time to time Oracle Consulting may have to deal with unavailability of its resources to the project.

Risk: Low

Consequence: Possible impacts to project tasks, timelines, or milestones

Contingency: Oracle Consulting to seek alternate resources when available, or reasonable notice is give to allow rescheduling without impacting project costs or milestones.

Early Mitigation: Ensure that Oracle Consulting Resources are scheduled well in advance and avoid alterations to these schedules

Availability of Oracle Consulting Resources on Short Notice for Non-Scheduled Work

From time to time, the project may require additional non-scheduled participation from Oracle Consulting personnel. As Oracle Consulting is motivated to schedule its personnel in advance, Oracle Consulting may not be in an optimum position to respond as required.




Scope 18 of 69

Risk: Moderate - High

Consequence: Possible delays in project tasks

Contingency: Utilize methods such as video conferencing, fax, telecommuting, email, teleconference, or after hour meetings.

Early Mitigation: Schedule Oracle Consulting’s participation in advance, and set expectations with respect to Oracle Consulting’s requirement for advanced scheduling

Availability of Adequately Trained and Experienced, Low-Cost Alternate Contract Resources in Marketplace

To reduce project costs, WineISIT may elect to staff some of the project roles with external contractors. It is critical that these contractors have prior experience in the tools and methods required to undertake their respective roles without further cost to the project for training, rework or orientation.

Risk: Moderate to High

Consequence: Additional training and management costs and/or shortage of resources available in the marketplace resulting in additional costs and/or delays in project milestones.

Contingency: Use additional Oracle Consulting resources at additional higher costs to the project.

Early Mitigation: Review CV s of all nominated personnel, and select only those with direct experience with the tools, methods or applications as appropriate. Seek vendor commitment to cover any such circumstances as above.

Scope, Project Management Risks

Significant Changes in the Scope of the Project

Risk: Medium.

Consequence: Possible recasting of project objectives, costs and /or milestones.

Contingency: Move non-critical project components into subsequent phase.

Early Mitigation : Ensure that all principals agree on project scope at time of project initiation.

Selected Applications Adaptable to Meet Business Requirements with Little Customization

The project assumes that the business requirements of the enterprise can be met with a minimum of customization of the base packages.

Risk: Low




Scope 19 of 69

Consequence: Additional cost to the project, possible additional unforecasted on-going maintenance costs.

Contingency: None.

Early Mitigation: None.

Unacceptable Degree of Field Support (User Acceptance)

Critical to the success of both the project and acceptance of the end result is a high degree of field support. Managed input in to project processes and deliverables driven by clear executive mandate is recommended. This includes a willingness to seek a common enterprise-wide business systems solution.

Risk: Low - moderate

Consequence: Additional costs to the project as a result of having to accommodate pockets of requirement. Possible lack of input from some business units or user communities resulting in mis-defined business requirements.

Contingency: None.

Early Mitigation: Deploy a standard project review process and input methods to support an adequate level of field support for the project. Field representatives should be appointed to participate in project activities

Project Decisions are On-Time

From time to time, groups in session or individuals will require decisions from other members of the user community, management committees. Most decisions will carry two dates: a target date and an impact date. It can be assumed that some other linked dependent task will be delayed if an impact date is missed.

Risk: Low

Consequence: Delays in project tasks, possible additional cost to the projects or ultimate impact on project milestones.

Contingency: None, outside of standard escalation.

Early Mitigation: Seek a clear project charter sponsored by all members of the management and project committees. The charter should mandate clear and timely decision making.

Review of Project Deliverables and Sign-Off is Timely

Frequently, project deliverables such as team decision recommendations, workshop documents and specifications will require approval (sign-off) prior to a subsequent task commencing. This is to ensure that we understand requirements, and subsequent effort is not wasted on misunderstood requirements. Most of these sign -offs will carry two dates: a target date and an impact date. It can be assumed that some other linked dependent task will be delayed if an impact date is missed.

Risk: Low




Scope 20 of 69

Consequence: Delays in project tasks, possible additional cost to the projects or ultimate impact on project milestones.

Early Mitigation: Seek a clear project charter sponsored by all members of the management and project committees. The charter should mandate clear and timely review and approval of project deliverables.

Contingency: None, outside of standard escalation

Tight Time-Frames, Minimal Slack Between Dependent Tasks

Risk: Moderate

Consequence: Delay in dependent tasks; potential delay in go-live

Contingency:

Potential Move of WineISIT ’s Facilities

Risk: Moderate

Consequence: Disruption to scheduled project activities; disruption in dependent project activities; potential delay in go-live; additional costs to project

Contingency: None.

Early Mitigation:

Scope Control

The control of changes to the scope identified in this document will be managed through the Change Control procedure defined later in this document, using Change Request Forms to identify and manage changes, with client approval for any changes that affect cost or schedules for the project.

Relationship to Other Systems/Projects

It is the responsibility of WineISIT to inform Oracle Consulting Services of other business initiatives that may impact the project. The following are known business initiatives:

• BevAccess relationship

• Product Loading

• Last Mile from POS to Flat File Format

• Supplier Portal Integration

• Web Media relationship

• Web design




Scope 21 of 69




Objectives 22 of 69

Objectives

Mission Statement

WineISIT.com Corporation (a.k.a. WineISIT) is a marketing company that partners with leading Participating Retailers (a.k.a., Stores or Store-owners) or Group of Stores who sell wine and spirits in the country to form an Internet-based direct marketing sales channel that fulfills the needs of the Stores’ Customers, Brand Owners, and the Participating Retailers themselves.

WineISIT extends to member Stores, relationships outside of their “brick and mortar”, by providing an integrated Internet web site that gives their Customers the ability to “buy anywhere” and their suppliers the ability to exchange information with both retailers and customers.

WineISIT will provide Brand Owners the opportunity to directly communicate a targeted message to their most avid customers through the use of technology and traditional methods such as e-mail and direct mail. At the same time WineISIT will be providing traditional Store Customers a convenient means of purchasing these products through Internet-based technology, such as the web, or in traditional methods like the store.

The most important element of WineISIT’s competitive advantage comes from our top industry retailers. Our participating members are the leading innovators and retailers of our industry. Their businesses are the faces of our industry seeing customers every day. Our web-based competition NEVER sees a customer. Store people deal directly with problems and solutions; offer personal product knowledge and friendly service. Internet customers who want products for store pick-up, gift-giving / shipping, and home delivery (where lawful) get it all with WineISIT.

We give our suppliers and advertisers a network that facilitates the information flow between them and our individual customers. Most importantly, we have real stores as members who have relationships with these real customers.

WineISIT.com represents some of the largest retailers in the wine and spirits retail industry today.

Critical Success Factors

The critical success factors to meeting the goals stated in the mission statement are:

• Strong executive sponsorship and management support of the project mission and project team

• Adequate project staffing for the expected goals and timeline to be met

• Clear roles and responsibilities defined for the project in order to assure accountability, ownership, and quality

• A committed and well-informed project manager and project team having a thorough understanding of the project mission, goals, and milestones

• A comprehensive project workplan and Project Management Plan




Objectives 23 of 69

• A defined and maintained project infrastructure throughout the project duration

• A thorough understanding of known project risks and assumptions throughout the executive committee and project team

Project Objectives

WineISIT has engaged Oracle Consulting to implement the solution. Oracle Consulting has leveraged its iSpeed methodology to deliver the solution. WineISIT has completed the Executive Workshop and Architecture and Blueprint phases of the iDiscovery process within iSpeed. As a result of the Architecture and Blueprint, the solution development and implementation has been broken down into 2 phases. This document defines the Project Management Plan for Phase I of the project.

The objectives of the project are to:

• Ensure that the scope defined in this document is inline with the WineISIT’s Phase I expectations.

• Rapid project implementations will be measured by the timeliness and accuracy of key deliverables. The final measure will be a successful project on time and within budget.




Approach 24 of 69

Approach

The approach includes the following main areas:

• Project Methods

• Strategy

• Plans

• Client Organization

• Acceptance

• Project Administration

Project Methods

Strategy

The project management strategies for the project are defined later in the Project Management Plan.

The following additional product delivery process strategies include:

• Leverage the following methods within the Oracle Method family

• AIM 3.0

• CDMi

• Data Warehouse FastForward Methodology

• Customer Loyalty Reuse Offering

Century Date Strategies

• All dates input or interfaced to the Oracle system will contain the 4 digit year (eg 2000)

Plans

Data Warehouse

Data warehouse will be split into two components to deliver the operational data store. These two phases will run concurrently to deliver the consolidated operational data store.

Phase 1a

Phase 1a includes the consolidation of all the data from the POS systems into a centralized operational data store. This phase will focus on obtaining the data, cleansing




Approach 25 of 69

the data and making the data available for additional systems within the project. Phase 1a will use the Data Warehouse Methodology which is split into four areas being Definition, Requirements Modeling, Construction and Production.

Phase 1b

Phase 1b includes the implementation of Customer Loyalty for WineISIT to get a consolidated view of the customer. Customer Loyalty will source it’s information from the Operational Data Store being source from the POS systems and the online information collected through the Oracle Portal and Oracle iStore. Phase 1b will use the Customer Loyalty Reuse Methodology, which is split into four areas, being: Readiness, Scope and Design Customizations, Install, and Integrate.

Locations and Network

There are 4 number of sites that comprise the WineISIT information network.

These sites are connected by way of

The pilot site is Oracle’s e-Business Studio in Waltham, MA and Rochester, NY. The choice of Oracle’s e-Business Studio in Waltham, MA and Rochester, NY as the first site for implementation considers the size, risk, and resources assembled for the project. The primary reasons for selecting this site for the pilot are:

• Time to implementation

• WineISIT current hardware, software, and infrastructure resources

Acceptance

The WineISIT Network Phase I will go through acceptance by WineISIT.com Corporation when all deliverables are completed. The procedure to be used for this is as follows:

On completion of acceptance the client will be asked to sign an Acceptance Certificate as a record of the successful completion of the project to its defined scope.




Project Tasks, Deliverables, and Milestones 26 of 69

Project Tasks, Deliverables, and Milestones

Planning Approach

Oracle's Oracle Method will be used on this project. The methodology covers the following phases:

• <phase name>

•

•

Key Deliverables

This section defines the tasks and key deliverables for each phase described above.

Phase Task Key Deliverable Review Type

Reviewers Sign-Off

Data Warehouse Methodology Fast Track

Definition Develop MoSCOW list MoSCOW List I Definition Define Architecture Architecture and Blueprint I Definition Identify Data Sources Contacts with POS Vendors and file

formats I Oracle

Definition Construct Business Data Model Reuse Data Models I Requirements Modeling

Define Data Quality Approach Data Quality Strategy W C, PM WineISIT.com/ Oracle

Requirements Modeling

Define Acceptance Criteria Acceptance Criteria I PM Oracle

Requirements Modeling

Define Cut Over Approach Promote to Production Strategy W C,PM WineISIT.com/ Oracle

Construction

Develop MoSCOW list MoSCOW List W C,PM WineISIT.com/ Oracle

Construction

Construct Business Data Model Reuse Data Models W C,PM WineISIT.com/ Oracle

Construction

Map Source Data to Target Logical Database Design(s)

Source to Target Mappings W C,PM WineISIT.com/ Oracle

Construction

Define Data Acquisition Model Data Acquisition job streams in tools I C WineISIT.com

Construction

Develop Data Acquistion (ETL) Components

ETL Code I C WineISIT.com

Construction

Define Capacity Plan Capacity Plan I C WineISIT.com

Construction

Define Architecture Technical Architecture W C,PM WineISIT.com/ Oracle

Construction

Detail Recovery and Fallback Approach

Recovery and Fallback Plan W C,PM WineISIT.com/ Oracle

Construction

Create Logical Database Design Logical Design W C,PM WineISIT.com/ Oracle

Construction

Execute Component Tests Component Test Results I C WineISIT.com

Constructio Develop Installation Plan Installation Plan I C,PM WineISIT.co




Project Tasks, Deliverables, and Milestones 27 of 69

Phase Task Key Deliverable Review Type

Reviewers Sign-Off

n m/ Oracle Readiness Business Requirements Mapping

process Map and Gap Report I C WineISIT.co

m Scope and Design Customisations Phase

Scope and Design Customisations Phase

Design of Customer Loyalty I C WineISIT.com

Install and Integrate phase

Install and Integrate phase Technical Implementation W C,PM WineISIT.com / Oracle

AIM / CDMi Methodology

Key: Review Type: I = Inspection, W = Walkthrough Sign-off: C = Client PM = Project Manager

Milestones

The target milestone dates for producing the deliverables are summarized below:

Contract Deliverable Milestone Dates

MoSCoW List Architecture and Blueprint Contacts with POS Vendors and file formats Reuse Data Models Data Quality Strategy Accep tance Criteria Promote to Production Strategy Reuse Data Models Source to Target Mappings Data Acquisition job streams in tools ETL Code Capacity Plan Technical Architecture Recovery and Fallback Plan Logical Design Component Test Results Installation Plan Map and Gap Report Design of Customer Loyalty Technical Implementation




Control and Reporting 28 of 69

Control and Reporting

The Control and Reporting process determines the scope and approach of the project, manages change, and controls risks. This process reports progress status externally and controls Project Management Plan preparation and updating.

Risk and Issue Management

The risks to project success were evaluated during the proposal development and updated during project start-up as summarized earlier in this document. To manage the risks and other issues that arise during the project, a Risk and Issue Management Procedure will be implemented. Risks and issues will be managed through the project using a maintained Risk and Issue Log discussed at progress meetings.

During the project, issues will occur which will be outside the boundaries of the project team to be able to resolve. The procedure described below will be used to address these problems to enable the development process to continue.

Record Risk and Issue Details

• Any team member or client staff may raise an issue or discover a risk and get it added to the Issue Register as it arises. (From here on, risks and issues are referred as issues)

• The project manager will investigate the issue and, if necessary, will update the Risk and Issue Log with background information to place the issue in perspective.

Resolve Issue or Develop Risk Containment

• For complex issues the progress of resolution will be recorded in detail on a Risk and Issue Form.

• Alternative solutions to the issue will be discussed and documented in the Risk and Issue Log at progress reviews.

• The impact on schedules and costs will be estimated for each solution.

• The project manager will make a recommendation which will be documented in the Risk and Issue Log.

• Recommendations will be reviewed at progress meetings and Change Request Forms raised if client authorization is required, or issues transferred to Problem Reports if changes to documentation or software are required as a result of issue resolution.

• If change control is required then the Risk and Issue Form will be submitted for background information as part of the Change Control process.

• If the issue can be resolved without impacting contractual obligations then the Project Manager will sign-off the Risk and Issue Log.

• If no action is taken this fact must be clearly indicated in the Risk and Issue Log.





Change Control

The Change Control procedure is documented below:

• Any modification to or deviation from the agreed functionality, or changes to the time or costs agreed upon in the contract will be subject to the following procedure.

• Change requests may be initiated by Oracle Consulting Services or the client whenever there is a perceived need for a change that will affect the contract of work, such as schedules, functionality, or cost.

• Agreement to a Change Request Form signifies agreement to a change in overall costs, functionality, or schedules.

Propose Changes

• A change can be identified to both Oracle Consulting Services and client project managers by a resolved problem or issue, document, conversation, or other form of communication.

• The person who is functionally responsible (from Oracle Consulting Services) for the area of change will:

• Complete a Change Request Form (CRF) for the proposed changes and submit copies to the relevant parties (possibly including subcontractors, and technical input) for assessment.

• Record the CRF in the change control log.

• Investigate the impact of the proposed change.

• Evaluate the impact of not performing the change.

• Prepare a response to the proposed change.

• File the CRF original in the project library. This MUST NOT BE removed except to copy.

• Agree with the client whether the change should be performed and obtain authorization sign-off of the CRF.

If the change is not agreed to:

• The project manager will discuss and document the objection with the client project manager

• The proposed change will be re-negotiated if possible, or withdrawn if it is agreed to be non-essential. In such a case, the reasons will be documented on the CRF.

Monitor Changes

• Once the CRF has been signed then work may begin.

• The project manager will adapt project plans to incorporate agreed changes and present them at progress meetings for approval.

• Progress on the change controls will be reported at progress meetings. Both Oracle Consulting Services and client project managers must sign the CRF once the change has been completed.





• The CRF is returned to the originator who will update the Change Request Log with the date completed.

• The Change Request Log will be reviewed at progress meetings to check on changes which have not been completed.

Problem Management

The Problem Management Procedure to be used on this project is defined below:

This procedure provides a mechanism by which either party to the contract can raise for discussion any problems that occur during the course of the project. Issues raised by visiting specialist Oracle Consulting Services personnel will initially be documented in a Site Visit Report and discussed at the monthly progress reviews.

A problem will normally be something that needs to be tracked in order to monitor its status and whether or not it has been resolved or is still outstanding. This might include problems found with documentation, software or during testing. Problems are distinguished from issues in that they apply to perceived deficiencies in deliverables of this project.

Record Problem Details

• A project member will complete a Problem Report (PRT) when a problem is experienced with a deliverable document or software item.

• The originator will the send PRT to the project manager.

• The project manager will allocate a PRT number and will add it to the Problem Report Log.

Investigate Problem

• The project manager or a delegate will assign the problem for investigation.

• The investigator will classify the level of change, if a change is required (see levels of change section).

• Findings of investigations will be reviewed by the Oracle Consulting Services and client project managers.

• If no action is to be taken, an explanation must be provided on the PRT and the project manager must sign off the PRT marked with 'NO ACTION REQUIRED'.

Resolve Problem

• For complex problems the progress of resolution will be recorded in detail.

• The PRT will be forwarded to the relevant person for corrective action.

• On completion the PRT must be signed off by the project manager or a delegate.

• Return the PRT to the project manager who will close the log entry.





Status Monitoring and Reporting

Reviews

Team Progress Reviews will be held on a weekly basis to assess the progress of each team member and to plan for the following week(s). They will also include a discussion of any issues and problems. Workplans are updated weekly in preparation for the team review based on completion of timesheets by staff.

Project Progress Reviews are held at monthly intervals and a report is given as input by the project manager summarizing progress, problems, and any proposed changes. An updated project Workplan prepared by the project manager will be a key input to the meeting. Minutes of these meetings will be recorded and state what actions are to be taken, by whom and by when. The actions will be discussed for resolution during subsequent meetings.

The project steering committee meets monthly (or more frequently as required) to review overall project progress, risks, and issues.

Site visit reports will be produced on a regular basis by all visiting specialists and reviewed by the project manager. They will then be collated and any unresolved issues will be discussed at Project Progress Reviews held on individual sites and added to the Risk and Issue Log when appropriate.

The project board will meet at monthly intervals to review the progress reports and other data relating to the project. The project manager will represent the project team at these meetings. Other members of the project board are as follows:

• Executive Sponsor (Oracle & WineISIT)

• Project Manager (Oracle & WineISIT)

• Client CEO

• Client CFO

Actions will be identified in the minutes of all of the above reviews and will be filed in the project file. The Risk and Issue Log will be updated as a result of discussions during the reviews.

Progress Reporting

On a monthly basis the project manager prepares a Project Progress Report for input to the progress reviews and a detailed Internal Progress Report for feedback and project monitoring by Oracle Consulting Services management. Financial information is input as part of this Internal Progress Report (see also the Finance Plan for this project).




Work Management 32 of 69

Work Management

The Work Management process is responsible for defining, monitoring, and directing all work performed on the project. In addition, it must maintain a financial view of the project for Oracle Consulting Services management review.

The Workplan for this project is maintained in MS Project 98. Initial work breakdown as summarized in the “Project Tasks, Deliverables and Milestones “ section was derived using the Oracle Method

The project deliverables and milestones for this project are listed in a previous section.

Work Management Standards and Procedures

Oracle PJB methodology will be used.

Communication Model

The following table defines the recurring communication requirements within the project team, with the steering committee and all other stakeholders who have an active involvement in the management of the project. It is recommended that communications be open and informal to promote transfer of knowledge between all parties interested. This model reflects the recurring communications the project leaders see as critical to make sure there is the right level of information, involvement, buy-in and overall effective management of the project. The communication model is complemented by a communication campaign to reach all stakeholders who are impacted by the project but who are not actively involved in its management.

Meetings/ Media

Agenda Timing Responsibility Participants Input Output

Management Steering committee Meeting

Progress against plan Issues summary Change control status Action item review Future activities

Monthly Executive Sponsor

Steering committee and Project Manager (and Project Leads) Oracle & WineISIT

Project Status Report Summary

Minutes/Action Items

Project Management Status Meeting

Progress against plan Accomplishments/Next steps Issues summary Change control status Action item review

Weekly Project Manager All Project Leads (and all project team) Oracle & WineISIT

Project Plan Resource Plan Quality Plan Implementation Site Status Report

Minutes/Action Items Status Report Summary

Development Functional Review Meeting


As needed Project Manager Functional Team Leads Key Users

Functional Status Report


Technical Review Meeting


As needed Project Manager Technical Team Leads Key Users

Technical Status Report






Meeting Preparation

• Distribute the agenda for each meeting, at least 24 hours in advance. Chose as an initial topic a subject that is relatively easy and short and likely to build consensus; organize the rest of meeting topics by order of importance. Allocate duration for each topic.

• Distribute preparation materials in advance along with the agenda and preparation instructions.

• Communicate meeting logistics in advance, such as location, time, and conference phone number.

• It is the responsibility of all project team members to ensure that project meetings are attended and the preparation work completed to participate fully in the meeting.

• For meetings of five participants or more, the meeting chairperson names a facilitator to ensure that the objectives of the meeting are being met and that the meeting is kept on track and managed effectively.

• The meeting chairperson names a recorder to take the minutes/action items and distribute as planned.

• Invitees who cannot attend a meeting should inform the meeting coordinator or chairperson and assign an attendee to speak to their specific issues.

• Project meetings should address at a minimum the following:

• Accomplishments and upcoming activities

• Progress against plan (including resourcing and budget expenditures, as applicable)

• Project dependent deliverables

• Issues and resolution

• Change control review

• Action items

Meeting Structure

The beginning and the end of the meeting are critical times. A strong Open and Close will provide the structure needed to keep participants focused, clear on key issues, and ready to take action after the meeting.

In light of the agenda, preparatory materials and instructions, participants should have a clear understanding of the purpose of the meeting and the expectations for participating and follow up.

Typical Meeting Opening

Use the following opening:

• Introduction of each participant by name and role (unless all participants know one another). Provide a project organizational chart so all participants can relate to the roles described.





• As time allows, a short “ice breaker.”

• Review purpose, objectives and format of the meeting. Confirm agenda.

• Recognize facilitator (for meetings with more than 5 attendees) and meeting scribe/recorder.

• Briefly review progress from previous meeting’s close (if regular meeting).

Typical Meeting Closure

Use the following close:

• Summarize key issues with related levels of urgency.

• Ensure participants have a clear understanding of next steps.

• Review action items and follow up steps/contacts.

• Conduct a brief meeting process review: what went well and what needs improvement for next meeting.

Thank attendees for their participation.

Workplan Control

The Project Workplan will be updated from project staff timesheets on a weekly basis. At monthly intervals the latest status will be reported to WineISIT.com Corporation and Oracle Consulting Services management as part of Status Monitoring and Reporting (see the Control and Reporting section).

Each week the Project Plan will be baselined by saving it to a file with the week number coded in the filename, so that it is possible to trace project data back to previous versions of the Project Plan.

An initial baseline for the Project Plan is included in Appendix B to this plan.

Financial Control

The Finance Plan is maintained by the project with financial reporting to Oracle Consulting Services as part of Status Monitoring and Reporting (see the Control and Reporting section).




Resource Management 35 of 69

Resource Management

The Resource Management process provides the project with the right level of staffing and skills and the right environments to support them. It does not cover purchasing, recruiting, and accounting procedures; these are practice management issues and are therefore outside the scope of this Project Management Plan.

Resource Management Standards and Procedures

The following standards and procedures are extensions to the Project Management Plan for this project:





Staff Resources

James M. DutcherOracle WineIsItNetwork Project

Manager

Alan GoodrichProject Manager(Apps Tech, Portal, &

iStore)

John HeatonProject Manager

(DW)

James M. DutcherProject Manager

(CRM & ERP)

Zane DickPortal Developer

James M. DutcherPortal Developer

Karen KarajaiStore Technical

Lead Solution Architect

ODS TechnicalLeadCL Technical Lead

ODS Analyst

ODS Analyst

CL Analyst

CL Analyst

Portal Developer

Portal Developer

Portal Developer

Kevin DohertyCRM Developer

Melissa SchaetzkeERP Developer

Alan GoodrichApps Tech Lead

iStore Developer

iStore Developer

iStore Developer

Apps TechDeveloper

Apps TechDeveloper

Ron ForeshaExecutive Sponsor





• CRM

• Share project manager with other CRM Applications (i.e., iStore)

• 1 functional consultant for approximately two months

• iStore

• iStore to share project manager with Oracle Apps

• 1 administrator/technical lead, day 1. Install and configure iStore

• 1 developer, 1st month. Assist with further configuration and customizations after iStore is configured correctly

• 1 developer, 2nd month. Assist with customizations and after go-live support

• 1 developer, 3 rd month. Work with graphics designers and modify iStore templates

• Oracle Portal

• 2 PM/TL day 1, Work with web designers and make sure Portal is setup and configured correctly

• 2 Portal developers, 1st month. After Portal is configured correctly

• 2-3 Portal developers, 2nd month. After design is finished





Project Team

The project organization is shown in figure 1 below.

A separate Organization Plan (wall chart) with named individuals is maintained and updated for the project as a communication tool. Assignment Terms of Reference for staff assigned to the project are maintained in the associated Staffing and Organization Plan.

Sam ShapiroChairman of the

Board

Ron ForeshaExecutive Sponsor

Orrin TobbePresident & CEO

Burt NotariusFounder

Mel LeeCFO & Project

Manager

Barry SingerVP Marketing &

Sales

Mike NotariusTechnical

Consultant

Andrea GiusianaExecutive Staff

James M. DutcherProject Manager

John ShattuckAccount Manager





WineISIT Staffing Plan

Orrin TobbePresident & CEO

Mel LeeCFO

Barry SingerVP Marketing &

Sales

Michael NotariusTechnicalConsultant

Ron BrownTechnicalConsultant

Sam ShapiroChairman of the

Board

Burt NotariusFounder & Board

Member

Andrea GiusianaExecutive Staff

Start Date for Personnel Approximate Salary (in Months)

Job Title / Description in US$ 0 3 6 9 12

DBA $ 90,000.00 1 1 Oracle / Java Developer $ 80,000.00 2 Web Master $ 70,000.00 1 Web Designer $ 50,000.00 1 1 UNIX / NT, System Administrator, Network Administrator $ 70,000.00 1 1 Applications Developer (Java) $ 90,000.00 1 CTO $ 150,000.00 1 Technical Manager 1 Financial 1 Marketing 1 Backend Administrator (DW-ODS, DW-CL, ERP-OM, ERP- Inventory) $ 100,000.00 1 Customer Services $ 60,000.00 1 2 Technical Help Desk $ 60,000.00 1 2 Human Resources 1

Sub-Total 10 4 6 2 0 Total 22

Project Roles and Responsibilities

Project / CRM Manager

The project manager is responsible for:

• Serve as liaison between WineISIT and Oracle staff.

• Main contact point for integration between applications and the customized and developed components

• Creating and administering a configuration management plan.

• Other responsibilities normally assigned to a project manager.





Functional Consultant - OMO

The functional consultant is responsible for:

• gathering requirements from WineISIT for Marketing Online

• identifying fit percentages

• defining WineISIT business processes with regard to Marketing Online

• setting up and configuring Marketing Online

• testing standard functionality of Marketing Online

• testing Marketing Online functionality within the customized environment

Project / iStore Manager


• Serve as liaison between web designers, and Oracle staff.

• Main contact point for integration between applications and the storefront

• Creating and administering a configuration management plan.

• Other responsibilities normally assigned to a project manager.

Technical Lead

The technical lead is responsible for:

• Providing technical guidance for all iStore functions

• Work with leads of other projects to design iStore view

• Help project manager assign and prioritize work.

• Identify risks and raise issues with appropriate project and program managers.

• Work with the iStore administrator to insure proper setup and configuration of iStore software

iStore Administrator

The iStore Adminstrator is responsible for:

• Installing the iStore application

• Configuring iStore for each retailer under WineISIT

• Administrating iStore before production

• Testing the default iStore functionalities

iStore Developer

The iStore Developer is responsible for:

• Designing and implementing the customizations on iStore

• Testing the custom iStore functionalities

• Training graphic designers and WineISIT on the iStore architectures and JSP’s





• Supporting iStore and incrementally transitioning knowledge to WineISIT personnel after production

Project Manager


• Developing project plans

• Assigning tasks to other project personnel

• Monitoring staff and project

• Managing risks and escalated issues from project teams

• Controlling budgets, scheduling resources, and recommending implementation approaches

• Assuming overall responsibility for the successful conclusion of the project

• Measuring project success against budget, original scope, business objectives

Project Management directives include:

• Assisting WineISIT in the timely implementation of Oracle Applications

• Assuming responsibility for planning resource requirements and coordinating the daily tasks of all project team members in conjunction with contract resources

• Ensuring that all resources and their respective skills are optimally utilized

• Providing quality assurance of work undertaken by staff assigned to the project

• Identifying and managing all product-related training requirements for WineISIT staff

• Representing WineISIT in meetings with vendors and other representatives associated or involved with the implementation

• Providing the principal point of contact between WineISIT and Oracle Consulting Services

• Preparing and delivering regular reports on the project progress and outstanding issues

• Encouraging the transfer of product knowledge and skills to the appropriate staff within the organization

Team Leader

The team leader is responsible for:

• Managing tasks for a specific process, functional or application area

• Supporting the daily tasks for the assigned team

• Monitoring and reporting the progress of the assigned team

Technical Architecture

? 1 to 2 Technical Architecture / Technical Lead for 3 days a week for the first 15 weeks - Work with Client technology team and 3rd party Vendors for infrastructure and architecture integration





? 1 - Core Database Architect for approximately 20 weeks - Assist in setting up LDAP, Datawarehouse environment and Operational Data Store

? 1 - Application Database Administrator for approximately 10 weeks - Assist in the set up ,configuration, administration and installation of the Oracle Applications.

Technical Architecture Lead

The roles and responsibilities of the Technical Architecture Lead are:

• Support the architecture implementation and the Oracle applications within the architecture

• Provide knowledge of the technical workings of the Oracle Applications

• Technical analysis, design, and development tasks such as infrastructure integration, availability, security, management of the architecture

• Provide the interface to the third party vendors for integration to the development systems

Oracle Technical/Core DBA

The roles and responsibilities of the Application Database Administrators are:

• Support the Custom Applications and Datawarehouse environments

• Configure, install and maintain a suitable operating environment for the implementation

• Assist in the implementation of Standby database

• Assist in the implementation of LDAP and its replication

• Assist in the implementation of the logical and Physical

Oracle Application DBA

The roles and responsibilities of the Application Database Administrators are:

• Support the Oracle Applications operating environments

• Configure, install, and maintain a suitable operating environment for the implementation

• Perform backup and recovery process as needed across the environments

• Monitor system performance, tablespace and concurrent manager

Application Product Specialist

The application product specialist’s responsibilities include:

• Advising, guiding, and supporting the project team on the use, implementation, and maintenance of Oracle Applications

• Ensuring that WineISIT derives the maximum benefits from the application products





• Completing tasks and deliverables assigned by the project manager

• Keeping the project manager informed of progress and issues in a timely manner

The application product specialist’s directives include:

• Advising and assisting in the development of a generic model

• Evaluating specific requirements and recommending how each can be incorporated in the generic model

• Identifying feasible alternative solutions that minimize the need for custom development

• Reviewing existing work practices in order to recommend modifications or enhancements that enable the company to derive maximum benefits from the products

• Identifying any external data requirements and defining phased data load and validation procedures

• Assisting with the specification of representative data sets and business scenarios for acceptance testing

• Transferring the appropriate business and technical skills to other project team members

The individuals who fulfill this role are likely to have the following qualifications:

• Accounting, Manufacturing, Distribution, or Human Resources Management Systems background

• Thorough understanding of the applications

• Experience in implementing application systems

In general, the assigned persons will be responsible for tasks requiring specific skill sets. When WineISIT resources change, the client project manager will ensure that these project team members transfer sufficient knowledge and ensure that coverage exists for any outstanding assignments. If resource changes occur within the Oracle Consulting Services staff, the project manager will use the same approach to maintain continuity and avoid unnecessary delays in progress.

Some tasks will require representation from various WineISIT functional areas. The client will provide all necessary resources to support these tasks.

Education and Skills Development

The staff involved with this project (including client staff) are all suitably qualified in terms of background, experience, and skills in the tasks to be undertaken, with the following exceptions that will be catered to during the course of the project as defined below:

Client Staff Skills Needs

• Oracle 8i





• Oracle Workflow

• Oracle Enterprise Manager

• Oracle Discoverer

• Java

• Oracle CRM

• Oracle Order Management and Inventory

• Oracle Reports

• Oracle Portal

• Oracle iStore

• PL/SQL

• SQL, SQL*Loader

• Data Warehouse Methodology Fast Track

• Oracle Designer

• Oracle Reports and Oracle Forms

Physical Resources

Project Software/Tools

The software supplied will be in accordance with the contract and the schedules to contract or as amended under formal Change Control. This includes:

Oracle Software

• Oracle 8I Rel2

• Oracle Enterprise Manager

• Oracle Workflow

• Oracle Enterprise Data Pump

• Oracle Warehouse Builder

• Oracle Discoverer and Discoverer Server

• Oracle Reports and Reports Server

• Oracle Portal

Operating and Other System Software

• Windows NT for Developer Workstations

• Sun Solaris

• Compaq Alpha UNIX





Software Tools

• Microsoft Project98

• Microsoft Office95

Hardware

The hardware and operating software to be used will be that specified in the contract or schedules to contract or as amended under formal Change Control. This includes:

• Compaq ES and GS systems

• Compaq Proliant NT systems

• Apha Unix Operating system

Project Environments

The project environments consists of:

Development Environment at Waltham , Massachusetts;

• Demo - can be used as a formal/informal training environment for WineISIT, it can also be used to develop implementation solutions in a limited manner

• Test - used to test business solutions and serve as a post-production test environment

• Development - used to develop and unit test business solutions for interfaces, portal development and applications enhancements

• Datawarehouse / Operational Data Store environment - used to develop and unit test business solutions for the POS integration, Customer Loyalty and the Datawarehouse

• LDAP/EMAIL and Staging Environments- used to develop the integration to the different applications and also for filtering the POS dat

• Production - used only for production data , this will encompass the Datawarehouse and the OLTP environments

Please refer to Architecture and Blueprint deliverable for the project environments for this phase.

Software Backup Procedures and System Administration

Backups and basic system administration (machine start-up, shutdown, and recovery) of the working environment software installation will be performed on a periodic basis by Oracle Consulting staff/client staff in the development environment.





The test environment will also be tested with a backup and recovery.

Database sizing and instance synchronization will be performed by Oracle Consulting staff/client staff.




Quality Management 47 of 69

Quality Management

This section defines how the quality of the project processes is to be determined (audits) and how the quality of deliverables produced during the project are to be determined (reviews). This section also defines how deliverables will be physically assessed for functionality (testing), and what measurements will be collected during the project.

Quality Management Standards and Procedures


Quality Management Standards and Procedures

•

•

•

Technical Standards

•

•

•

Quality Reviewing

Reviews will be carried out for each deliverable (documentation and software) using the technique nominated in the Deliverables sub-section of the Scope section of this plan or the Project Management Plan document. A record of all deliverable reviews will be kept as an audit trail for resolution action. Techniques and responsibilities are as defined below:

A Technical Review focuses not just on looking for errors and incompleteness (as is the purpose of any Review), but evaluates the technical aspects of a deliverable e.g., elegance of code, functionality, etc. A Technical Design Review is a special type of Technical Review (see below). A Technical Review is usually conducted as part of a Walkthrough or an Inspection.

A Walkthrough (individual or group) is a review whereby the reviewer(s) step through a deliverable to check for errors, inconsistencies, incompleteness, etc. The findings and actions of the Walkthrough must be documented. For group Walkthroughs someone should lead the review.

An Inspection has the same purpose but is a more formal version of a Walkthrough. Formal roles are assigned to reviewers. These roles are:

• Moderator (leads the review)

• Author (of the deliverable being reviewed)

• Reader (reads out the part currently being reviewed)





• Recorder (documents findings)

• One or more reviewers who may also be role-playing (e.g., the customer view, the Oracle Consulting Services technical view, Oracle Consulting Services PM view, etc.).

These types of reviews are extremely thorough since role-playing ensures that the deliverable is evaluated from many different angles and there is a great deal of preparation before the Inspection itself. It is therefore the most expensive type of review to run, and should be used when appropriate (e.g., for end of phase deliverables, for mission-critical deliverables).

Quality Auditing

Audits of Quality Management will be conducted during the project by <Auditor> at the following points:

Audit Number

<Auditor> Coordinator Date or Milestone

1 Operational Analysis 2 Solution Design 3 Build & Unit Test 4 Testing 5 End of Transition

Test Management

Test Strategy

The test strategy for this project is to:

Refer to the Testing Requirements and Strategy (TE.010) deliverable for more detailed information about the testing strategy for the project.

Test Levels

The following levels of testing will be used for this project:

• Module Testing

• System Testing

• Integration Testing

• Acceptance Testing

Test Execution

The following project roles are responsible for test execution:





• Module Testing to be conducted by Oracle Consulting Services

• System Testing to be conducted by Oracle Consulting Services

• Integration Testing to be conducted jointly by WineISIT and Oracle Consulting Services

• Acceptance Testing to be conducted by WineISIT

Measurement

The following project metrics will be collected during the project and used as part of progress reporting:

Project Metrics Collection

1. Time to design and build modules of all types

2. Number of modules under development

3. Percentage of effort spent on reviews

4. Percentage of effort spent on rework

5. Effectiveness of reviews

6. Effectiveness of system testing

7. Number of problems encountered during System Test

8. Average hours to fix a defect during development

9. Percentage of bad fixes for development

10. Variances between estimates and actuals (effort and time)

11. Number of problems at Acceptance

Reporting

1 to 8 during the project, 9 to 11 on project completion (in the project end report)




Configuration Management 50 of 69

Configuration Management

The Configuration Management process identifies the items that form the configuration that will be developed for the project, baselines these items at intervals, and manages changes to the items. Status reports of configuration items are produced during the project and releases prepared for testing and for delivery to the client.

Configuration Management Standards and Procedures


•

•

•

Configuration Definition

The following naming conventions will be used for configuration items:

Document Files

Type Format Extension Example

Word Files Graphics Spreadsheets Application Specific Other

Programs

Program Type Format Extension Example

Forms Reports C-Programs Conversion programs Read files Interface Programs Procedures

More detailed custom development standards will be documented in the Design and Development Standards document later in the project.




Configuration Management 51 of 69

Document Control

Configuration Control

Knowledge Management

Release Management

Configuration Status Accounting

Configuration Audit




Appendix A - Detail Project Scope - [ Work in Progress ] 52 of 69

Appendix A - Detail Project Scope - [ Work in Progress ]

iStore

Feature Functionality

Storefront The iStore product will be available to retailer’s to provide an electronic storefront with their co-branded web address for e.g. www.premierwines.wineisit.com

Shopping Cart Capability To provide a process for customers to place orders into a shopping cart. Product Search Capabilities By Wine/Spirit + UPC + Description + Vintage + Origin + Region + Category Products Creating product load scripts from Inventory Carry inventory levels as defined by retailer Pricing Models Standard price as defined by the retailer Orders iStore functionality will be used to enter all orders by the customers Orders - History & Status Shipping Shipping Charges are calculated as a percentage of the overall order cost Emergency Shipment Charge (Simple Calculation) Security SSL Verisign Partner Integration Integrate the HTML Templates designed by WebMedia Customizations Creating an interface for the retailer to load a scanned driver’s license image for

the completion of the registration process Orders placed in the shopping cart will be available to the specific retailer within

the retailer’s portal. Integration with Operational Data Store with Order Management and Inventory with Portal





Portal

Customer Retailer Supplier•Login / Registration•Preferences / Profile•Rate & Review•Search & Buy•••FAQ•Order History••••Tools (Chat, Message Board)

•Login / Registration•Preferences / Profile•Rate & Review•View 36 Offers•Pick 12 offers & set price•Order History••Retail Inventory on Hand•Reports

•Login / Registration•Preferences / Profile•Rate & Review•View 36 Offers•Create, Update, Delete Offers•Reports•

OLTPODS

•Login / Registration•Preferences / Profile•Rate & Review•Select 36 Offers•Admin to Apps••Reports

Wineisit


General A portal infrastructure for effective creation, deployment and management of “Enterprise Information Portal”

An extensible framework for creating integrated view of community applications A tailored working environment that allows users to personalize their portal own

experience A simple, straightforward means for users to publish and manage content, initiate

workflow-enabled business processes by using a workflow builder A single point of sign on (authentication) for users to allow log in by

email/password or loyalty card information WineISIT Main Portal The first page displayed when the WineISIT URL is entered Zip Code Locator:

• upon entering a zip code the user will be presented with a list of retailers that service that zip code

WineISIT Administration Portal

This is the portal for WineISIT employees that will allow them to write reviews, run reports, setup unbranded items and administer promotions, billing setup and users

Login / Logout:

• This is a way for the user to logout to close the session or to re-login if the session expired for some reason like timing out

• The user will need access to separate applications. Oracle will build in the functionality to provide a single username/password to all these modules

Rate & Review Wines:

• The user will be allowed to fill out a web form that asks predefined questions to






rate the wine. Also will allow for free form text to write a review of the wine

• The average numerical rating and other reviews will be displayed for the product being reviewed

• When entering a review, the user will be able to see other reviews of the same product

• Professional reviews can be added by WineISIT personnel

Administer Other Oracle Components:

• Link to administrator pages of the relevant oracle application

Run Predefined Reports:

• Allow WineISIT to run all reports available through Discoverer

• Display results of reports on web pages

Allow Promotion Selection:

• Allow WineISIT to select 36 from the entire list of promotions. Those will be displayed to retailers to select 12 that they will use

Administrator User Preferences/Profile:

• Link to iStore’s customer setup/preferences page

Retailer Portal This is the home page for a retailer. There are two types of users for this page:

• Those that can write reviews and ratings and

• Those that can use the reporting and promotion parts of the portal

Login / logout:

• This is a way for the user to logout to close the session or to re-login if the session expired for some reason like timing out.


Rate & Review Wines

• The user will be allowed to fill out a web form that asks predefined questions to rate the wine. Also will allow for free form text to write a review of the wine.

• The average numerical rating and other reviews will be displayed for the product being reviewed.


Check / Update Inventory

• Poll master catalog for product information for that retailer.

• Allow retailer to update catalog entry and submit it to WineISIT for adding to the catalog

Sign-up for Promotions

• Allow retailer to select 12 from a list of 36 promotions and set the prices for the products in that promotion.

• Allow download, shelf and stack promotional material






Order History

• List the orders assigned to the retailer in categories

User Preferences / Profile

• Provide a link to iStore’s customer setup / preferences page

Supplier Portal This is the home page for WineISIT authorized suppliers. Suppliers will be able to

track product and promotions as well as adding / updating candidate promotions Login / Logout



Rate & Review Wines.

• The user will be allowed to fill out a web form that asks predefined questions to rate th e wine. Also will allow for free form text to write a review of the wine.



Run Predefined Reports (Pay-per-View)

• Allow WineISIT to run all reports available through Discoverer.

• Display results of reports on web pages

• Record click for billing purposes

Promotion Updates

• Allow supplier to add / update candidate promotion information


• Link to iStore’s customer setup / preferences page

Customer Portal Customer here refers to a user that will order products from retailers and

purchase the product at the retailer’s physical store. This is the portal that WineISIT customers will see after they log in. This is the customer’s home or ‘My’ page that will serve as the starting point to all the features a customer has access to

Login / Logout


• The user will need access to separate applications. Oracle will build in the functionality to provide a single username / password to all these modules

Rate & Review Wines.

• The user will be presented with a list of the wines he has bought and will pick one to write a review about.

• The user will be allowed to fill out a web form that asks predefined questions to rate the wine. Also, it will allow for free form text to write a review of the wine. (review can not be done without rating).








Search/Buy a Product

• Link to iStore for searching and placing an order

News / Reviews

• Display the headlines from a news feed that links to the article on WineISIT’s site

• A news feed is “published” to the site through an article approval process

Order History

• List the orders a customer has made in categories


• Link to iStore’s customer setup / preferences page

Promotions Promotions will be based on a date range either weekly or monthly, and have a set

price for an item or a group of items for that duration. These promotions will be displayed to the customer as links to that product in a retailer’s store.

Any additional promotional material on the web site will be in the form of a file that can be downloaded to the retailer’s local computer for processing.

A retailer can have only one promotion for a product active at any given time through the wineISIT web site.

Marketing-on-line product will be the repository for all promotions whether active or inactive and will have an API for the portal to use to display the products in the promotion.

Order History Order history will be stored and queried from within the ODS history. All portal users will run against ODS, only open and closed orders will be

displayed. There may be a user preference to select how many days back to show orders.

The items will link to the ordering mechanism for the product for the retailer that the purchase was made from.

Retailers can change the status of an order and add comments to orders through the portal.

Reporting will be based on status of the order and age. The contingency plan for when order history can not requested will be to display

an error message asking the user to try again later. News and Enjoyment WineISIT will consolidate all news sources to a single web friendly format.

Templates for displaying these sources will be provided by web designers. The portal will display and allow for simple searching of these news articles using

the provided templates linking to a particular news article will be supported by the portal. WineISIT will create links to relevant articles at appropriate places in their web

site. Registration and Login iStore will provide the on-line registration mechanism creating users in all






relevant applications. Portal will get login information from applications TCA. The portal will allow the user to login, select a store and behind the scenes log the

user into whatever applications he has access to. This will be done using portal’s login server.

The portal will retrieve customer preference and related profile information from a data source.

Community Tools Message boards and Chat rooms will be administered and configured by WII

personnel. Links between boards, chat rooms, and relevant news will be manually created. The approach is to review the current utilities for chats and message boards and

have only minor (cosmetic/configuration) changes to these utilities for WII. Interfaces WineISIT Main Portal Customer Portal Retailer Portal Supplier Portal WineISIT Administration Portal Integration With Operational Data Store With iStore Product Testing Testing will include two levels of integration testing within the portal as

components are developed between portals to make sure the entire site flows smoothly

Training Creation and updating of static pages Adding and linking news / reviews articles Administering the various components of the portal including adding and

updating users Review the technical and configuration documents, and the source code with

WineISIT technical staff NB: it is recommended that four people be trained in these areas to insure the

volume of work can be handled and that sufficient coverage is given to the tasks.

Applications Technology


Customizations Create a simple Custom Catalog Entry screen. Create a Custom Billing Engine that will produce a report of transactions that will

come from:

• The number of e-mails sent

• The number of s-mails sent (postal mail)

These transactions will be manually entered into the WineISIT financial system.





ODS / DataWarehouse


Customizations Customizations will be limited to the integration of the data between the ODS model and the Customer Loyalty Model.

ODS Provide the ability to import data from Five POS systems. These are Atlantic Systems, ICS, CAMdata and two proprietary sources.

Customer Loyalty Integration With the Portal With the iStore product

Inventory


Product Definition Create an item master with unique identifiers Initially load and change items from the ODS Use multiple units of measure Inventory Levels Define Inventory levels as ‘Plentiful’, ‘Limited’ or ‘actual quantity’ based on the

information collected in the ODS from the retailer’s POS system. View all items, transactions, and on-hand balances online or in reports To provide a mechanism for WineISIT, suppliers, retailers and consumers to check

inventory levels. Integration with iStore: for inventory items with ODS

Order Entry


Order Processing Capture order from the iStore system Provide an order cycle that closes an order when a notification is sent to retailer Integration With iStore With ODS: Provide order information to the Operational Data Store when

notification sent to retailer





Marketing Online


Standard Marketing-on-line product will be the repository for all promotions whether active or inactive and will have an API for the portal to use to display the products in the promotion.

Campaign planning, creation & budgeting Multiple overlapping campaigns management Manage hard and soft campaign collateral Summarize and detail calendar views of promotional activity to coordinate

execution of campaigns Response management Integration With E-Mail Center for campaign’s soft collateral distribution with Customized Portals to display / select campaign offerings

e-Mail Center


Standard Initiate and manage outbound e-mail Receive and distribute inbound e-mail Integration With Marketing Online to distribute campaign soft collateral with Portal




Appendix B – Project Plan 60 of 69

Appendix B – Project Plan




Appendix C – Project Status Report 61 of 69

Appendix C – Project Status Report

PROJECT PROGRESS REPORT Ref: WineISIT / <PA No.> / PPR / <Date>

To Orrin Tobbe, Burt Notarius, Michael Notarius, Barry Singer, Mel Lee, Sam Shapiro cc Ron Foresha, John Shattuck, Chris Fennessey From Program / Project Manager – James M. Dutcher Client WineISIT PA Number Project WineISIT Status

Period

Project Manager Date Country USA Region Northeast Type of Project Description Internet Development

Overall Status of the Project: I. Accomplishments / Decisions:

II. Deliverables and Milestones

Contract or CRF

ID Description Baseline Plan Date

Forecast or Actual Date

Client Approval (Y/N)

Contract CR.010 Project Management Plan(includes SOA & Project Plan) 11/03/2000 11/08/2000 DA.010 Data Warehouse Data Sources 11/10/2000 11/10/2000 III. Major Activities for Next Period:

IV. Problems, Issues and Action Items

Outstanding From Last Period

Closed this Period

New this Period

Outstanding

Problems 0 0 0 0 Issues 0 0 0 0

V. Summary of Outstanding Problems/Issues: Type Description Action Item Action Due Date Action

Responsibility Problem Issue




Appendix C – Project Status Report 62 of 69

VI. List of Change Requests This Period

CRF Date Description Estimated

Days/Fees Fixed Price or T&M

Work in Progress

Oracle/Client Approvals

PA Reference

1

VII. Project Financial Tracking (Through <Week Ending Date>) Contract Type Budgeted Labor

Charges Actual Labor

Charges Labor Actuals % of

Budget Budgeted Expense

Changes Actual Expense

Changes Expense Actuals

% of Budget

TMEC $0.00 $0.00 % $0.00 $0.00 %

VIII. Effort this week

Subject Areas Total Effort this week

(Hours)

Person Ind. Effort this week (Hours)

Totals




Appendix D – Change Request Form 63 of 69

Appendix D – Change Request Form




Appendix D – Change Request Form 64 of 69

CHANGE REQUEST FORM Ref: ___/___/ CRF/ ___ Originator's Name: Functional Area: Phase/Process: Client Request?: YES/NO (Circle one)

Priority: Critical/High/Medium/Low (Circle one) Date Raised: Assigned to: Date Resolution Required:

Status: Open/Assigned/Investigated/Resolved/Approved/Deferred/No Action (Circle one) Change Details (description of proposed change, the reason for the proposed change, the impact of the proposed change and the implications of not performing the proposed change): Investigation: Estimated Impact: Effort: Cost:

Schedule: Possible Action (list changes): Actual Impact: Effort: Cost:

Schedule: Accepted (<Consultant>): Date:

Accepted (Client): Date:

Completion Verified By:

Completion Date:

Associated Problem Report:

Associated Risk and Issue Form:




Appendix E - Issue Form 65 of 69

Appendix E - Issue Form

ISSUE FORM Ref: RIF _____ Originator's Name: Phase/Process: Functional Area: Type: Risk/Issue

Priority: Critical/High/Medium/Low Date Raised: Assigned to: Target Resolution Date:

Status: Open/Assigned/Investigated/Resolved/Approved/Deferred/No Action (Circle one) Description:

Impact/Risk: Possible action: Estimated Impact/Risk: Possible action: Estimated Impact/Risk: Possible action: Estimated Impact/Risk: Recommendation: Accepted (<Consultant>): Date:

Accepted (Client):Date:

Associated Change Request Form: Change Control Accepted on: Form 71/V2 Page __ of ___




Appendix F – FastForward Chart of Accounts 66 of 69

Appendix F – FastForward Chart of Accounts

FastForward Financials

Overview of Standard Chart of Accounts

XX-XXX-XXXXX-XXXXX-XXXXX

Company 2 Digits

Cost Center 3 Digits

Account 5 Digits

Future 1 5 Digits Default 00000

Future 2 5 Digits Default 00000

Company Segment

01 Company 1 02 Company 2 03 Company 3

Account Segment Mapping Table

Natural Parent/

Posting Budget Account

Account Description Child Allowed

Allowed

Type

BALANCE SHEET

ASSETS ASSETS P N N ASSET

CASSTS CURRENT ASSETS P N N ASSET

10101 Cash/Cash Equivalents P N N ASSET 10110 Petty Cash C Y Y ASSET





10120 Cash US Bank - 1 (RENAME from Questionnaire)

C Y Y ASSET


C Y Y ASSET


C Y Y ASSET

10130 Cash Clearing (For Oracle Cash Management)

10140 Money Markets (Rename) C Y Y ASSET

10180 Investments P N N ASSET 10181 XYZ Bank CD (Rename) C Y Y ASSET

11101 Accounts Receivable P N N ASSET 11110 AR - Trade C Y Y ASSET 11115 AR - Trade Allowance for Uncollectible C Y Y ASSET 11120 AR - Employee Advances C Y Y ASSET 11130 AR - Tax Refunds C Y Y ASSET 11140 AR - Other C Y Y ASSET 11145 AR - Other Allowance for Uncollectible C Y Y ASSET 11180 AR - Clearing C Y Y ASSET 11190 AR - Intercompany Rec/Pay C Y Y ASSET 11195 AR - Freight C Y Y ASSET

12101 Other Receivables P N N ASSET 12110 Notes Receivable - Current C Y Y ASSET 12120 NR - Allowance for Uncollectible C Y Y ASSET 12130 Interest Receivable C Y Y ASSET

C Y Y ASSET 12190 Due from Others (Rename) C Y Y ASSET

13101 Inventory P N N ASSET 13110 Work in Process (Materials) C Y Y ASSET 13150 Finished Goods C Y Y ASSET

14101 Prepaid Assets P N N ASSET 14110 Insurance - Property C Y Y ASSET 14115 Insurance - Liability C Y Y ASSET 14120 Insurance - Workers Comp C Y Y ASSET 14125 Rent C Y Y ASSET 14130 Taxes - Property C Y Y ASSET





14135 Taxes - Federal Income C Y Y ASSET 14140 Taxes - State Income C Y Y ASSET 14190 Other Prepaid Assets C Y Y ASSET

15101 Other Current Assets P N N ASSET 15110 Deferred Tax Benefits - Federal C Y Y ASSET 15120 Deferred Tax Benefits - State C Y Y ASSET 15190 Other Current Assets C Y Y ASSET

FASSTS FIXED ASSETS P N N ASSET

16101 Assets P N N ASSET 16110 Land C Y Y ASSET 16120 Land Improvements C Y Y ASSET 16130 Buildings C Y Y ASSET 16140 Leasehold Improvements C Y Y ASSET 16150 Furniture & Fixtures C Y Y ASSET 16160 Equipment C Y Y ASSET 16170 Vehicles C Y Y ASSET 16180 Computer C Y Y ASSET 16190 Construction in Process C Y Y ASSET

17101 Accumulated Depreciation P N N ASSET 17120 Acc. Dpr. - Land Improvements C Y Y ASSET 17130 Acc. Dpr. - Buildings C Y Y ASSET 17140 Acc. Dpr. - Leasehold Improvements C Y Y ASSET 17150 Acc. Dpr. - Furniture & Fixtures C Y Y ASSET 17160 Acc. Dpr. - Equipment C Y Y ASSET 17170 Acc. Dpr. - Vehicles C Y Y ASSET 17180 Acc. Dpr. - Computer C Y Y ASSET

NCASTS NON-CURRENT ASSETS P N N ASSET 19110 Cost Basis Investments C Y Y ASSET 19120 Noncurrent A/R C Y Y ASSET 19130 Amortizable Assets C Y Y ASSET 19140 Refundable Deposits C Y Y ASSET 19151 Noncurrent Deferred Taxes - Federal C Y Y ASSET 19152 Noncurrent Deferred Taxes - State C Y Y ASSET 19170 Asset Clearing C Y Y ASSET 19190 Other Non-Current Assets C Y Y ASSET

LIABS LIABILITIES P N N LIABILITY





CLIABS CURRENT LIABILITIES P N N LIABILITY

20101 Accounts Payable P N N LIABILITY20110 AP - Trade C Y Y LIABILITY20120 AP - Uninvoiced Inventory Receipts C Y Y LIABILITY20130 AP - Uninvoiced Non-inventory Receipts C Y Y LIABILITY20140 AP - Other C Y Y LIABILITY20150 AP - Clearing C Y Y LIABILITY20190 AP - Intercompany Pay/Rec C Y Y LIABILITY

21101 Accrued Salaries and Wages P N N LIABILITY21110 Salaries & Wages C Y Y LIABILITY21120 Hourly Wages C Y Y LIABILITY21130 Accrued Bonus C Y Y LIABILITY21140 Accrued Vacation C Y Y LIABILITY21190 Accrued Other Benefits C Y Y LIABILITY

22101 Payroll Taxes & Deductions P N N LIABILITY22110 Payroll Tax Employer Contribution - Federal C Y Y LIABILITY22115 Payroll Deduction Tax Withheld - Federal C Y Y LIABILITY22120 Payroll Tax Employer Contribution - State C Y Y LIABILITY22125 Payroll Deduction Tax Withheld - State C Y Y LIABILITY22130 Payroll Tax Employer Contribution - Local C Y Y LIABILITY22135 Payroll Deduction Tax Withheld - Local C Y Y LIABILITY22190 Other Payroll Taxes C Y Y LIABILITY

23101 Other Taxes P N N LIABILITY23110 State Sales Tax C Y Y LIABILITY23120 Use Tax C Y Y LIABILITY23130 Real Estate and Property Tax C Y Y LIABILITY23190 Other Taxes Payable C Y Y LIABILITY

24101 Accrued Expenses P N N LIABILITY24110 Accrued Audit Fees C Y Y LIABILITY24120 Accrued Legal Fees C Y Y LIABILITY24130 Accrued Leases C Y Y LIABILITY24140 Accrued Interest Expense C Y Y LIABILITY24150 Accrued Dividends Payable C Y Y LIABILITY24170 Short Term Debt C Y Y LIABILITY24190 Other Accrued Expenses C Y Y LIABILITY

25101 Other Current Liabilities P N N LIABILITY25110 Intercompany Clearing C Y Y LIABILITY25120 Other Current Liabilities C Y Y LIABILITY





26101 Current Long-Term Debt P N N LIABILITY26110 Current Portion - Long-Term Debt (Rename) C Y Y LIABILITY26120 Current Portion - Capital Leases (Rename) C Y Y LIABILITY26190 Current Portion - Other Debt C Y Y LIABILITY

LTLIAB LONG-TERM LIABILITIES P N N LIABILITY

27110 Long-Term Debt (Rename) C Y Y LIABILITY27120 Capital Lease Obligations (Rename) C Y Y LIABILITY27130 Subordinated Debt (Rename) C Y Y LIABILITY27190 Other Long-Term Debt C Y Y LIABILITY

OLTLIB OTHER LONG-TERM LIABILITIES P N N LIABILITY

29110 Deferred Income C Y Y LIABILITY29120 Deferred Income Tax - Federal C Y Y LIABILITY29125 Deferred Income Tax - State C Y Y LIABILITY29130 Deferred Income Tax - Other C Y Y LIABILITY29140 Intercompany Clearing C Y Y LIABILITY29150 Other Long-Term Liability C Y Y LIABILITY29190 Minority Interest - Common Stock C Y Y LIABILITY29195 Minority Interest - Paid In Surplus C Y Y LIABILITY

EQUITY EQUITY P N N EQUITY 30100 Preferred Stock C Y Y EQUITY 30200 Common Stock C Y Y EQUITY 30300 Paid in Surplus C Y Y EQUITY

30400 Dividends Paid C Y Y EQUITY 30500 Treasury Stock C Y Y EQUITY

30900 Year-to-Date Net Income (Loss) C Y Y EQUITY 30910 Adjustments C Y Y EQUITY 30999 Retained Earnings C Y Y EQUITY

INCOME STATEMENT

REVEN REVENUE P N N REVENUE

40101 Service Revenue P N N REVENUE40110 Sales 1 (Rename) C Y Y REVENUE40120 Sales 2 (Rename) C Y Y REVENUE





40130 Sales 3 (Rename) C Y Y REVENUE40140 Sales 4 (Rename) C Y Y REVENUE

40201 Discounts P N N REVENUE40210 Sales Discounts1 (Rename) C Y Y REVENUE40220 Sales Discounts 2 (Rename) C Y Y REVENUE40230 Sales Discounts 3 (Rename) C Y Y REVENUE40240 Sales Discounts 4 (Rename) C Y Y REVENUE

40901 Other Revenue P N N REVENUE40910 Miscellaneous Revenue C Y Y REVENUE40920 Revenue Clearing C Y Y REVENUE40930 Interco Revenue 1 C Y Y REVENUE40940 Interco Revenue 2 C Y Y REVENUE

COGS COST OF GOODS SOLD P N N EXPENSE

50101 Direct Costs P N N EXPENSE 50110 Shipping Costs C Y Y EXPENSE 50120 Freight Costs C Y Y EXPENSE 50130 Freight Discounts C Y Y EXPENSE 50140 Sales Commissions C Y Y EXPENSE 50190 Other Direct Costs

50201 Other Costs P N N EXPENSE 50210 Supply Cost 1 (Rename) C Y Y EXPENSE 50220 Supply Cost 2 (Rename) C Y Y EXPENSE 50230 Supply Cost 3 (Rename) C Y Y EXPENSE 50240 Supply Cost 4 (Rename) C Y Y EXPENSE 50250 Other Costs 1 (Rename) C Y Y EXPENSE 50260 Other Costs 2 (Rename) C Y Y EXPENSE

OPEXP OPERATING EXPENSES P N N EXPENSE

60101 Salaries and Wages P N N EXPENSE 60110 Salary Base Compensation C Y Y EXPENSE 60111 Salary Overtime C Y Y EXPENSE 60112 Salary Bonus C Y Y EXPENSE 60113 Salary Vacation/PTO C Y Y EXPENSE 60114 Salary Holiday Pay C Y Y EXPENSE 60115 Salary Misc Pay Types C Y Y EXPENSE





60120 Hourly Compensation C Y Y EXPENSE 60121 Hourly Overtime C Y Y EXPENSE 60122 Hourly Bonus C Y Y EXPENSE 60123 Hourly Vacation/PTO C Y Y EXPENSE 60124 Hourly Holiday Pay C Y Y EXPENSE 60125 Hourly Misc Pay Types C Y Y EXPENSE

60151 Benefits P N N EXPENSE 60155 Post Retirement Benefits C Y Y EXPENSE 60156 Life Insurance C Y Y EXPENSE 60157 Medical Insurance C Y Y EXPENSE 60158 Other Benefits C Y Y EXPENSE 60159 Allocated Benefits C Y Y EXPENSE

60201 Taxes P N N EXPENSE 60210 Payroll Taxes C Y Y EXPENSE 60220 Property Taxes C Y Y EXPENSE 60230 Sales and Use Taxes C Y Y EXPENSE 60240 Real Estate Taxes C Y Y EXPENSE 60290 Other Taxes C Y Y EXPENSE

60301 Facilities Costs P N N EXPENSE 60310 Rent Expense - Building C Y Y EXPENSE 60320 Rent Expense - Equipment C Y Y EXPENSE 60330 Maintenance & Repairs C Y Y EXPENSE 60340 Security Costs C Y Y EXPENSE 60350 Utility Costs C Y Y EXPENSE 60360 Telephone C Y Y EXPENSE 60370 Water C Y Y EXPENSE 60390 Other C Y Y EXPENSE

60401 Insurance Expense P N N EXPENSE 60410 Liability Insurance C Y Y EXPENSE 60420 Property Insurance C Y Y EXPENSE 60430 Medical/Other Payroll C Y Y EXPENSE 60440 D&O Liability C Y Y EXPENSE 60450 Workman's Compensation C Y Y EXPENSE 60490 Other Insurance Premiums C Y Y EXPENSE

60501 Travel and Entertainment P N N EXPENSE 60510 Training/Conferences C Y Y EXPENSE 60520 Business Meetings C Y Y EXPENSE 60551 Travel Airfare C Y Y EXPENSE 60552 Travel Meals C Y Y EXPENSE





60553 Travel Car Rental C Y Y EXPENSE 60554 Travel Lodging C Y Y EXPENSE 60555 Travel Credit Card Fees C Y Y EXPENSE 60590 Travel/Entertainment Other C Y Y EXPENSE

60601 Professional Services P N N EXPENSE 60610 Outside Services - Auditing C Y Y EXPENSE 60620 Outside Services - Legal Fees C Y Y EXPENSE 60630 Outside Services - Consulting C Y Y EXPENSE 60690 Outside Services - Other C Y Y EXPENSE

60701 Recruiting Costs P N N EXPENSE 60710 Advertising Expense C Y Y EXPENSE 60720 Relocation Costs C Y Y EXPENSE 60730 Placement Fees C Y Y EXPENSE 60790 Other Recruiting Costs C Y Y EXPENSE

60801 Office Expenses P N N EXPENSE 60810 Freight/Shipping C Y Y EXPENSE 60820 Printing/Reproduction C Y Y EXPENSE 60830 Supplies - Office C Y Y EXPENSE 60840 Postage/Couriers C Y Y EXPENSE 60890 Other Office Expenses C Y Y EXPENSE

60901 Equipment Costs P N N EXPENSE 60910 Operating Leases C Y Y EXPENSE 60920 Computer Hardware - Expense C Y Y EXPENSE 60930 Computer Software - Expense C Y Y EXPENSE 60940 Maintenance and Repairs C Y Y EXPENSE 60990 Other Equipment Costs C Y Y EXPENSE

61001 Other Operating Costs P N N EXPENSE 61010 Director Fees C Y Y EXPENSE 61020 Bank Fees C Y Y EXPENSE 61030 Contract Labor C Y Y EXPENSE 61040 Dues C Y Y EXPENSE 61050 Outsourcing Fees (Rename) C Y Y EXPENSE 61060 Contributions/Donations C Y Y EXPENSE 61070 Subscriptions and Books C Y Y EXPENSE 61080 Advertising/Marketing C Y Y EXPENSE 61090 Non-Inventory Supplies Expense C Y Y EXPENSE 61100 Price Variances C Y Y EXPENSE 61110 Discounts Taken C Y Y EXPENSE 61190 Other Operating Costs C Y Y EXPENSE





62001 Depreciation and Amortization P N N EXPENSE 62010 Land Improvements Depreciation C Y Y EXPENSE 62020 Building Depreciation C Y Y EXPENSE 62030 Leasehold Improvements Depreciation C Y Y EXPENSE 62040 Furniture & Fixtures Depreciation C Y Y EXPENSE 62050 Equipment Depreciation C Y Y EXPENSE 62060 Vehicle Depreciation C Y Y EXPENSE 62070 Computer Depreciation C Y Y EXPENSE 62100 Capitalized Lease Amortization C Y Y EXPENSE 62190 Other Amortization C Y Y EXPENSE

OINCEX OTHER INCOME AND EXPENSES P N N EXPENSE 70001 Other Income P N N REVENUE70010 Interest Income C Y Y REVENUE70020 (Gain)/Loss Sale of Assets C Y Y REVENUE70030 Miscellaneous Income C Y Y REVENUE

71001 Other Expenses P N N EXPENSE 71010 Interest Expense - Short Term Financing C Y Y EXPENSE 71020 Interest Expense - Long-Term Debt C Y Y EXPENSE 71030 Interest Expense - Capital Leases C Y Y EXPENSE 71040 Bad Debt Expense C Y Y EXPENSE 71050 Miscellaneous Expense C Y Y EXPENSE

OTHER OTHER P N N EXPENSE 80001 Provision for Income Taxes P N N EXPENSE 80010 Income Taxes - Federal C Y Y EXPENSE 80020 Income Taxes - Deferred Federal C Y Y EXPENSE 80030 Income Taxes - State C Y Y EXPENSE 80040 Income Taxes - Deferred State C Y Y EXPENSE 81001 Other Operating C Y Y EXPENSE 82001 Other Non-Operating C Y Y EXPENSE 89001 Accounting Principle Change - Cum Effect C Y Y EXPENSE

STATS STATISTICAL ACCOUNTS

S1000 Number of Employees C Y Y ASSET S2000 Employee Hours Worked - Salaried C Y Y ASSET S2010 Employee Hours Worked - Hourly C Y Y ASSET S3000 Square Footage C Y Y ASSET







01 Company 01

Company 02

Company 03



Cost Center Segment Mapping Table

000 Balance Sheet 100 Default

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