Project Charter...Project Charter 25/05/2018 - Emeline Peyrat Project Charter – eFiles for Procurement 3/4 Dependencies IPT needs to finalise the roll-out of their document naming

Project Charter

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Document introduction

The Project Charter (PCH) is produced by the Project Manager (PM) during a project’s initiation, to centralise

project information so that it is easily accessible, and understandable by all stakeholders. It enables the Project

Sponsor to endorse the project, and the Project Team to commit to its delivery, based on clear, achievable

objectives. It serves as a reference throughout the project’s lifecycle.

Information from the approved Statement of Need (SoN) provides the foundation from which the PM builds the

PCH. Reviewing, analysing, challenging, brainstorming, developing and refining key project information should

be done with the active participation of Project Beneficiaries, and consulting the Steering Committee (SteerCo).

Approval of the PCH by all SteerCo members and relevant key stakeholders, will mark the official launch of the

project (Kick-Off).

Project name: eFiles for Procurement

Project description

Enable the IPT-PI group to store, manage and share Procurement-related documents in the eFiles tool.

Business need & objectives

The full set of tendering and contractual documents is stored by the Procurement Service in many different places and formats, generating many duplicates (DFS, CDS, AIS media, the mailbox of each procurement officer, and paper format). There is no link between the stored tendering and contractual documents. Contractual correspondence is not always stored in a shared repository.

All these factors involve:

Increased logistics and manual operations, and a high risk of human mistake;

Slowed down business processes, and slow or inefficient information-digging. In case of dispute with a contractor, there is a risk that CERN may not find all the needed information to defend itself;

A high risk of not ensuring business continuity if the procurement officer is absent, and the information is not shared;

The archive storage location reaching maximum capacity.

The objectives of this project will be to:

Optimise the generation and storage of documents and emails, avoid duplication;

Facilitate searching and retrieving of Procurement-related documents and information;

Ensure relevant stakeholders can access the needed documents, in the correct version;

Facilitate end-to-end electronic management of documents, and stop the generation of paper documents where possible, replace paper archive with an electronic one;

Streamline the number of applications in use for storing Procurement-related documents.

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Key Performance Indicators

The targets are expected to be reached after the first year of implementation of the system and new

procedures. Figures should be reviewed after six months for initial estimation, and after twelve months of

operation to validate the success of the project. A yearly review may be conducted over a defined period of

time, to assess the long-term impact of the project.

# KPI Name Description Previous measures Target

1 Archive handling Time spent storing and organising paper archives 4 x 1h per week 0

2 Folders Number of paper folders for MS, IT, DO and CO 900 0*

3 Sharing Number of people enabled to easily access Procurement documentation outside of Procurement

0 Any identified role

4 Applications Number of applications used for storing Procurement documentation

13 <10 (7 based on 2015 analysis)

*With the condition to provide an adequate electronic contract management solution.

Scope definition

In scope:

Analyse and document current processes that generate and store documents (electronic and/or paper)

Streamline, document and implement the desired processes – sign off from key stakeholders;

Gap analysis: Identify and prioritise the necessary and achievable improvements in eFiles (functionalities and links with other systems);

Define storage structure, rules and search hypotheses: types, classification, metadata, access rights, retention time, etc;

Define and implement access control to stored documents (this should include an analysis of how eGroups are created and managed, and which users outside from IPT require access – Accounting, Contract managers, DPOs, etc – sign-off from stakeholders;

TBC by analysis: develop virtual folders (smart folders) for better grouping of documents in eFiles;

Implement eFiles for Procurement and the related business processes;

Migrate documents from other tools when necessary;

Identify and decommission unnecessary tools (e.g. AISMedia-CFU?);

To be confirmed through analysis: for sensitive documents that require a specific level of security to be fully managed electronically (e.g. contracts with 3rd parties), select and implement a tool to enable secured electronic signature and management of these documents;

Train users.

Out of scope:

Migrate existing paper archives to eFiles (any file started in paper will be finished on paper)

Grant access to people outside of CERN

Management of versioning, working documents and drafts

TBC: Upload of non-PDF will have to be discussed to enable re-using previous templates for new cases

Deliverables

New business processes involved in the generation and storage of Procurement-related documents

eFiles domain for Procurement, configured based on requirements

Migrated documents from current repositories

New tool and process enabling end-to-end electronic management of sensitive documents

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Dependencies

IPT needs to finalise the roll-out of their document naming convention, to facilitate the analysis and

implementation.

Management of eGroups: currently there are issues due to the huge amount of eGroups created, with

a high risk of conflicting access rights. We will need to analyse how each tool is currently granting and

managing access rights via eGroups, and how to ensure there is no duplication/conflicts, and that there

is continuity of the access rights from one tool to the other.

Constraints

An analysis by AIS and TPR is required to understand how to: o link documents in eFiles to external systems (e.g. EDH, EDMS, Qualiac, etc.) o replace CFU storage and document retrieval

IPT’s naming convention needs to be clearly understandable by third parties. We will have to work on it based on what eFiles can provide, and what is the most relevant for a daily usage of the tool.

Assumptions

Interfaces between eFiles and other systems are believed to be possible – technical limitations to be

evaluated during the analysis phase.

Current issue with slow sync for receiving offers in CDS is believed to not have any impact on the project.

Project risks

# Description Possible impacts Risk responses

1 Unidentified technical limitations

Impossibility to migrate or share documents between key systems

Avoid: Close collaboration with AIS. The analysis phase will help frame system interface requirements (high-level), to identify potential constraints early in the project. If constraints are confirmed, the desired business processes will have to be adapted.

2 Losing format compatibility with time

Inability to access stored documents after a certain amount of years, due to the evolution of technological standards

Mitigate & Accept: Manage only PDF documents to secure long-term storage.

3 Unclear structure of current documentation

Longer analysis, project delayed Mitigate: Start analysis phase early, clearly identify Subject Matter Experts (SMEs). Ensure regular review and validation when documenting the inventory and the related requirements. Propose a rolling-wave approach, to deliver value as early as possible, when each process is clarified and signed-off.

Business risks addressed by the project

Risks of errors and slowness in procurement processes, resulting in a loss of credibility of CERN in case of dispute with suppliers.

Risk of not ensuring business continuity due to poor information sharing capabilities.

Inability to store additional paper archives due to limited storage capacity.

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Project Governance

Project Steering Committee (SteerCo):

Role Name Title or Org unit

Project Sponsor Anders Unnervik IPT-PI Group Leader

Project Beneficiary – IPT-PI-RI Cristina Lara IPT-PI-RI Section leader

Core Project Team:

Role Name Title or Org unit

Lead Project Manager Lucy Lockwood FAP-TPR-PA Section leader

Business Analyst & Project Management support Emeline Peyrat FAP-TPR-PA

Subject Matter Expert – AIS Admin Andrew Short FAP-AIS-EB

Subject Matter Expert – Procurement processes Sandra Benoit-Godet IPT-PI-RI

Other key stakeholders

Role Name Title

DPO – SMB Department Emeline Weymaere SMB DPO

Accounting representative Jan Robinson Accounting GL

Expected timeframe

Q2: analysis

Q3: development / implementation (rolling-wave approach)

Q4: launch, testing, hypercare, suppression of old systems, communication on changes

Project evaluation

3 months after the final release in production:

o Satisfaction surveys on the solution – CERN users, Project Beneficiaries

o Project management satisfaction survey for internal client(s)

1 year: review of objectives and/or KPIs, analyse needs for improvements

Document validation

Role Name & signature Date of approval

Project Sponsor

Anders Unnervik

Lead Project Manager

Lucy Lockwood

Project SteerCo member

Cristina Lara

14/06/2018

16/06/2018

18/06/2018