Award contract Award contract in ORPIN ORPIN Manage contract Manage contract manually None Approve invoice Approve invoice in FOS FOS Pay invoice Create and release voucher in FOS and push into SFMA by FTP for warrant generation FOS SFMA TO BE AFTER PROJECT - Business Process with IT Component Business Service or Process Area Adapt Business Activity Future Software Application Request purchase of goods or services Initiate purchase requisition using the OregonBuys solution OregonBuys solution Approve purchase of goods or services Approve purchase requisition using the OregonBuys solution OregonBuys solution Initiate purchase order Initiate purchase order OregonBuys solution Make purchase using SPOTS card Purchase online, over the phone or in person and pay with SPOTS card OregonBuys solution Receive goods or services Receive purchase order OregonBuys solution Post public solicitation Post and manage solicitation ORPIN Manage solicitation process Enter solicitations ORPIN Award contract Award contracts ORPIN Manage contract Manage contracts OregonBuys solution Approve invoice Approve invoices OregonBuys solution Pay invoice Pay invoices Warrant generation OregonBuys solution SFMA Project Management Plan Details Key Stakeholders ODF Administrative Service Division Chief ODF Board of Forestry
ODF Executive Team ODF Leadership Team ODF Procurement Program ODF Finance Program ODF Information Technology Program All ODF headquarters and field staff involved in procurement activities Project Goals Objectives or Goals Measure Priority Replace FOS with OregonBuys solution FOS is decommissioned 1 Ensure a smooth transition for end users who will be using the OregonBuys solution Utilize an organizational change leadership vendor to help prepare end users for the transition 2 Interface with SFMS Export data out of the OregonBuys solution in a format that can be uploaded to SFMS using the daily batch process 3 Ensure that end users know how to use the OregonBuys solution Utilize an organizational change leadership process to prepare end users for the transition Provide training to end users 4 Serve as a pilot project for agencies that implement OregonBuys after ODF Post project documents to OregonBuys Implementation Toolkit website 5 Requirements Management Plan Through use of a tracability matrix, the Project Team will ensure that the OregonBuys solution meets all requirements. Each requirement will be included in the testing process using the tracability matrix to ensure that all requirements have been met and are working as expected. If any of the following conditions occur, they will be escalated through the governance structure for resolution: The OregonBuys solution does not meet a requirement. A new requirement arises during the implementation of the OregonBuys solution. A requirement must be delayed or abandoned due to schedule, budget, or resource constraints. High Level Requirements Customer or Business Need High Level Requirement Priority ID # Eliminate problems and risks inherent in current process Replace FOS with OregonBuys solution which 1
Vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major project activities, and is the ultimate decision-maker for the project Final approval of all scope, resource, schedule, and budget changes, and approves proceeding to each succeeding project phase Resolves conflicts over project direction and major decisions to ensure that all parties continue to participate in the project and the project continues to move forward. ForestryBuys Steering Committee Members ODF Administrative Services Division Chief – Satish Upadhyay ODF Procurement Program Director – Shannon Rand ODF Finance Program Director – Mark Hubbard ODF Information Technology Program Director – Brent Grimsrud SoS Chief Procurement Officer – Sarah Roth DOR Administrative Services Director – Shawn Waite DHS/OHA OIS Application Development Manager – Jim Simpson DAS ORPIN Administrator – Nicole Brazeal Role Involved in project oversight and control Acts individually and collectively as a vocal and visible project champion Approve project deliverables, help resolve issues and policy decisions, approve scope changes, provide direction and guidance to the project Decisions will be made by consensus. If consensus can’t be reached, the decision will be escalated to the the ForestryBuys Executive Sponsor. ForestryBuys Project Team Members Project Manager – Dave Whitbeck Business Analyst – Joanne Barnhart Procurement Business Lead – Rich Arnaz Finance Business Lead – Mark Clarkson OregonBuys software vendor project team Change leadership contractor ODF field SMEs as needed Procurement, Finance, and IT SMEs from collaborating agencies ORPIN Administrator as needed Role Work with Periscope to ensure the implemented solution: meets ODF’s needs; does not conflict with the needs of collaborating agencies;
Milestone Measure Success Planned Complete Actual Complete Status / Notes OregonBuys Master Service Agreement Executed 9/30/2016 ForestryBuys Work Order Contract Executed 11/30/2016 ForestryBuys Software Environments Prod, Test, & training Setup 1/4/2017 Software Configuration Workflows setup 1/31/2017 Develop Interface SFMA setup 2/28/2017 ForestryBuys Testing Testing Complete 5/29/2017 Conduct Training End Users Trained 6/26/2017 Convert Data Data Converted 6/29/2017 ForestryBuys Live Used In Production 7/3/2017 Decommission FOS Used In Production 7/31/2017 Work Breakdown Structure (WBS) & WBS Dictionary The WBS is available as a view within the project schedule. Project Schedule The project schedule (ForestryBuys Project Schedule) is maintained in a separate MS Project schedule and will be made available to OSCIO, by posting them to the PPM tool, prior to Stage Gate 3 approval. Risk/Issue Management Risk Management Plan The Poject Manager will establish a risk log that will record all risks identified for the project. The risk log will be reviewed by the ForestryBuys Steering Committee where a status (avoid, mitigate, accept) will be assigned to each risk. Throughout the project, the Project Manager will review the risk log monitoring identified risks, any changes to the risks, and add new risks to the log as they are identified. The Project Manager will bring these to the ForestryBuys Steering Committee for review and to determine required action.
Contractor sill be notified. The notification will include what change is needed before the deliverable can be accepted. When a deliverable is acceptable, the project team will prepare a notice of acceptance to be delivered to the Contractor. The project team will prepare prepare a Used Acceptance Test Plan that will include test scenarios and test cases that will be executed to ensure that the configured OregonBuys solution meets the project requirements. Exceptions will be reported to the Contractor for resolution, and retested when the resolution is delivered. When all test cases in the User Acceptance Test Plan are executed successfully, the project team will prepare a notice of final acceptance to be delivered to the Contractor. This will be the notice that the project team is ready to move the solution to the production environment and prepare to go live. Change Leadership ODF does not have experience with implementing software solutions that impact most staff in the agency. Therefore, ODF will engaged an independent contractor with experience in organizational change leadership to ensure a smooth transition from current process to the new automated process in the OregonBuys solution. ODF will assign an agency employee as the ForestryBuys Change Leadership Coordinator, who will oversee the communication regarding changes to staff business practices and the software solution to accomplish their work.The contractor will: Assess agency readiness Interview stakeholders to determine level of readiness and prepare a Readiness Dashboard depicting stakeholder group ready, willing, able stagus for change. Communication Strategy Review project communication plan and compare with results of readiness assessments. Recommend enhancements to plan to improve communication and engagement for the life of the project. Monitor Employee Engagement Provide information by stakeholder group that includes current understanding of the project and recommendations for modification to the communication plan to improve employee engagement. Organizational Change Impact and Strategy for Go-Live Assessment of type and severity of go-live impact for stakeholders and mitigation strategy. Go-Live Readiness Assessment Prepare, deliver, and document a series of workshops, one for each stakeholder group to determine stakeholder readiness for go-live. Communication