Project Charter Human Resource Management System … · System (HRMS) Replacement - Implementation Project ... Lawson Process Flow Integrator (PFI) Lawson Business ... Business Process

Project Charter

Human Resource Management System (HRMS) Replacement - Implementation Project Number: 2209 Final

Version: 1.0 Date: June 5, 2012

June 15, 2012 2013 RATE APPLICATION HRMS - HRMS Charter - AI.18

Project Charter – HRMS Replacement – Implementation June 5, 2012

EPMO Template Updated: March, 2011 ii

Distribution List:

Name Title, Department

Dan Guimond Vice-President, Strategy & Innovation and Chief Information Officer (CIO)

MaryAnn Kempe Vice-President, Community & Corporate Relations Heather Reichert Vice-President, Finance & Chief Financial Officer Dale Bezte Executive Director, BTO Ginette Johnston Director, Project Delivery John Remillard Director, Business Strategy Gary Dessler Chief Technical Architect Chad Bisko Project Director and Business Strategy Shawn Campbell Solutions Architect



EPMO Template Updated: March, 2011 iii

Table of Contents

1 INTRODUCTION ................................................................................................................................... 1

2 PROJECT PURPOSE (WHY) ............................................................................................................... 1

2.1 REFERENCES ................................................................................................................................................. 2

3 PROJECT OBJECTIVES (WHAT) ...................................................................................................... 2

4 PROJECT SCOPE ................................................................................................................................ 3

4.1 SCOPE OF WORK (INCLUSIONS) .................................................................................................................. 3 4.2 OUT OF SCOPE (EXCLUSIONS) ..................................................................................................................... 4 4.3 RELATED DEPENDENCIES ............................................................................................................................ 4 4.4 HIGH LEVEL DELIVERABLES ........................................................................................................................ 4

5 PROJECT STRATEGY (HOW) ........................................................................................................... 6

6 IMPLEMENTATION ROADMAP .......................................................................................................... 8

6.1 PROPOSED IMPLEMENTATION ROADMAP ................................................................................................... 8 6.2 PHASE DURATION GUIDELINES .................................................................................................................. 8

7 PROJECT BUDGET ............................................................................................................................. 9

8 PROJECT ORGANIZATION (WHO) .................................................................................................. 10

8.1 PROJECT PLANNING TEAM: ....................................................................................................................... 10 8.2 EXTERNAL ORGANIZATIONS INVOLVED IN PROJECT EXECUTION ........................................................... 10 8.3 ORGANIZATION GOVERNING THE PROJECT .............................................................................................. 11

9 KNOWN PROJECT CONSTRAINTS ................................................................................................. 12

9.1 DEPENDENCIES .......................................................................................................................................... 12 9.2 ASSUMPTIONS ............................................................................................................................................ 12

AUTHORIZATION ...................................................................................................................................... 13



EPMO Template Updated: March, 2011 1

1 INTRODUCTION

This Project Charter summarizes the business and management aspects of the Human Resource Management System (HRMS) Replacement project. When signed by the sponsor(s), this charter serves as an agreement between the business and the project groups, formally authorizes the existence of the project, and gives authorization for the Project Manager to engage resources in the planning and execution of the project activities, based on the conditions established.

2 PROJECT PURPOSE (WHY)

In 2009, Manitoba Public Insurance (MPI) undertook a review of its existing HRMS application, referred to as “HR Director”. The results of that review determined the system did not meet the current or anticipated future human resource needs of the organization. The limited capabilities of the existing system, especially related to human resource and time and expense management, and talent management including recruitmet and selection, requires a large number of business and operational processes to be completed manually. In addition, the system provides limited opportunities for integration to other support systems, including but not limited to Payroll and Training and Development, necessitating the manual entry of the same data into multiple systems. This results in increased cost, lower productivity and discrepancies in data across systems.

The overall purpose of this project is to replace the existing HRMS application with a solution that will provide Manitoba Public Insurance with a fully integrated and automated solution which supports and enables:

Achievement of the corporation’s business strategies

Key Human Resource and Finance activities including, but not limited to:

Talent Aquisition (including Workforce Planning)

Personnel Management (including Employee transaction mgmt, Position mgmt, Labour Relations support, Organizational Charts and employee contact database)

Compensation & Benefits administration

Job Evaluation

Payroll

Time & Expense and Absence reporting

Performance Management (including Training Development and Succession management)

System interfaces with key vendors such as Civil Service Superannuation Board (CSSB) and Manitoba Blue Cross

Employee and Manager self-service

Solution to be best-in-class, delivering a full suite of functions and capabilities to meet the current and future needs of the corporation.




2.1 REFERENCES

Applicable references include these documents and/or spreadsheets:

1. Submission to the Human Resource Committee of the Board of Directors of Manitoba Public Insurance (January 27, 2010)

2. Human Resource Divisional Review (March, 2009)

3. Human Resource Management Information System Review (comparison of Manitoba Public Insurance human resource management functions to capabilities of new HRMS solutions) (August 19, 2008)

4. Desired State Report - Human Resources Division (September 18, 2008)

5. Lawson Software Americas, Inc. Statement of Work For Manitoba Public Insurance Corporation (April 2011)

6. HRMS Replacements (Decisions) presented to Management Committee (May8)

7. Lawson Licensing Overview presented to Management Committee (May8)

8. Lawson Software America, Inc. Change Order-006 WorkBrain (May 31, 2012)

9. Lawson Software America, Inc. Change Order-007 LTM, Upgrade to LTM10 (May 31, 2012)

3 PROJECT OBJECTIVES (WHAT)

Over the next two years, Manitoba Public Insurance will replace the existing human resource management system with a solution that will provide the corporation with a fully integrated and automated solution which supports and enables the achievement of the Corporation’s business strategies and key human resource activities. An integrated HRMS solution will allow the Corporation to continue to transform how HR services are delivered to employees by standardizing human resources processes and eliminating time-consuming manual processes. As well, employees will be given access to view and maintain their own human resource information and managers will be given access to key data about their direct reports. With this advanced automation and self-service functionality, administration will be minimized so employees can focus on delivering outstanding customer service.




4 PROJECT SCOPE

4.1 SCOPE OF WORK (INCLUSIONS)

Functional Scope

The project will be implemented in a phased approach. Four phases are recommended: Phase 1 - Lawson Upgrade has been completed (Reference Lawson 9.01 Upgrade Charter),

Phase 2 - HRMS Core Global HR

Human Resource Management

Payroll

Benefits Administration

Absence Management

Employee and Manager Self Service

Time Entry and Administration

Organization Charts (OrgPlus Enterprise and Blueprint)

Phase 3 - Lawson Talent Management (LTM) Part 1 Talent Acquisition

Compensation

Performance Management

Goals Management

Expense Management

Project and Activity management

Job Evaluation

Phase 4 - Lawson Talent Management (LTM) Part 2 Learning & Development

Succession Management

Priorities for Phases 3 and 4 can be reassessed during planning for Phase 3 of the project.

Technical Scope Lawson Process Flow Integrator (PFI)

Lawson Business Intelligence (LBI)

Lawson Security 9.0

Necessary infrastructure (hardware, network, and database) and appropriate personnel required to operate and manage the infrastructure.

Four instances of S3 Back applications will be installed for Development, Test, Production, and Production Support/Disaster Recovery.




Four instances of Lawson Talent Management, plus the Landmark Foundation (base functionality required to run the application) will be installed for Development, Test, Production, and Production Support/Disaster Recovery.

Two instances of Time Entry will be installed for Test and Production.

Lawson Learning Accelerator

Two instances of Travel Expense Management, plus the Landmark Foundation will be installed for Development/Test, and Production/Production Support/Disaster Recovery.

Two instances of Lawson Business Intelligence suite will be installed for Development/Test, and Production/Production Support/Disaster Recovery.

Two instances of OrgPlus Enterprise and Blueprint will be installed for Test and Production.

4.2 OUT OF SCOPE (EXCLUSIONS)

The following items are explicitly outside the scope of this project.

Lawson Resource Navigator.

4.3 RELATED DEPENDENCIES

The following is a list of dependencies which are related to the HRMS Replacement Project:

Lawson 9.01 Upgrade Project - This project will upgrade the current Lawson technical environment to supported versions (LSF 9.0.1). Lawson’s Human Resource Management suite of products shares the technical environment (the “S3 Stack”) with Lawson Finance and Procurement applications.

Corporate Portal (employee self service)

Learning Management System (LMS)

Corporate Intranet upgrade / re-engineering

Performance Management Project (ACHIEVE Form)

Data Center transition

Rollout of new desktops

4.4 HIGH LEVEL DELIVERABLES

The deliverables identified in this section are subject to refinement. These and other project related deliverables will be identified in the project plan and all will undergo formal review and signoff by the Project Acceptor.

1. Project Plans for HRMS Core, Quality Plan and Risk Assessment

2. Lawson Statement of Work for professional services and Product Order Form for software licensing.

3. Business Model / Business Requirements / Business Process Surveys

4. Lawson Operational Systems (Hardware, Applications, Database) for Development, Test, Production, and Production Support.

5. Business Process Documentation (Process nodes, process profiles, Job Instructions, Policies, and Procedures)

6. Data Migration and Conversion Strategy and Routines.




7. Approved customizations and required interfaces, reports, workflows, and alerts.

8. Test Strategy, Test Plan, and Test Scripts/Cases

9. Acceptance Test

10. Training Strategy, Training Plan, and Training Program

11. Communication Strategies and Plan.

12. Change Management Plan and other Change Management deliverables.

13. Implementation Strategy and Implementation Plan

14. Revised Disaster Recovery Plan




5 PROJECT STRATEGY (HOW)

Project Management This project will be a joint effort between Lawson Professional Services and Manitoba Public Insurance. A Lawson Project Manager will work directly with Manitoba Public Insurance’s Project Manager to plan, execute, and monitor the project. Throughout the delivery of the product(s) or service(s) described in this Charter, the Manitoba Public Insurance Project Manager will use the Manitoba Public Insurance Enterprise Project Management Methodology and EPMO Toolkit to provide the framework for managing the project.

Implementation Methodology A hybrid methodology consisting of Lawson’s StepWise Implementation Approach and Methodology and Manitoba Public Insurance’s methodology will be followed/maintained throughout the life of this project.

Business Vision/Requirements During the Establish phase of the project, workshops will be held to confirm Manitoba Public Insurance’s business vision/business model and guiding principles for the Human Resource Management System. The project team will also be oriented and trained on Lawson applications before requirements are finalized so the team can better understand available options.

Lawson consultants will engage with his or her respective business subject matter expert or process owner to confirm details required for each process area. The consultant uses a prepared set of questions (Business Process Survey) to ensure that all necessary information is obtained. This information is used to confirm the Statement of Work and validate business needs. This ensures that the project team is well prepared to build the initial beta prototype.

Lawson consultants will explain only the application and validation processes relevant to MPI's specific solution, rather than every solution option available. In addition, Lawson will use information gathered during the Business Process Survey phase to create an initial beta version. MPI will validate each version before the next is built.

Customizations A guiding principle of this project is to re-design existing Manitoba Public Insurance business processes and operations to align to the way the Lawson solution operates. Manitoba Public Insurance senior leadership has provided direction that the project to replace the HRMS application should be one of configuring a commercially available (COTS) solution and that Manitoba Public Insurance processes would, wherever possible, be modified to align with the new solution. Customization of the solution should be limited to those areas where the base solution cannot support specific and unique business, regulatory, and collective bargaining requirements.

While no customizations have been identified to date, some customizations are typically identified. A formal change control process will be implemented to review and approve customizations both during the project and on a go-forward basis after implementation.




Some Lawson technical consulting hours will be included in the Lawson Statement of Work to implement approved customizations.

Data Migration and Conversions Manitoba Public Insurance will be responsible extraction of data from legacy systems, transformation and cleansing/rationalization of data, then loading of cleansed data into Lawson. Lawson will provide the following guidance and support:

Asssist with extraction and mapping.

Provide data mapping tools.

Deliver Data Migration workshops to define the data migration process and mapping required.

Collaborate with Manitoba Public Insurance Corporation during workshops to define strategy, approach, tools and timing required for migration activities.

Provide data mapping guidance during workshops between Manitoba Public Insurance Corporation's source and Lawson target systems.

Provide guidance on data cleansing issues as necessary.

Manitoba Public Insurance will be responsible for confirming and validating converted data.

Interfaces Lawson is responsible for development of the interface from Time Entry. Both Lawson and Manitoba Public Insurance will share the responsibility for all other interfaces. Lawson will provide the following guidance and support:

Deliver interface training on Lawson tools, including best practices for interface development via Process Automation Interface Workshop.

Technical consulting hours will be included in the Lawson Statement of Work to assist Manitoba Public Insurance in development and Quality Assurance reviews of interfaces.

Reports, Alerts, and Workflows Lawson and Manitoba Public Insurance will share the responsibility for development or modification of reports, process flows (workflows), and alerts. Lawson will provide knowledge transfer to MPI’s Support resources on the components that Lawson is responsible for developing and will provide the following guidance and support:

Deliver training on Lawson tools, including Lawson Business Intelligence (reports), and workflows.

Technical consulting hours will be included in the Lawson Statement of Work to assist Manitoba Public Insurance in development and Quality Assurance reviews of the reports, alerts, and workflows that Manitoba Public Insurance will be responsible for.

Training Training on Lawson applications for the project team members will be primarily delivered

through a combination of class room training and workshops onsite at Manitoba Public Insurance. There is also a web-based online learning suite that is available to team members.




Technical training (System Administration, Security) will be delivered at Lawson training centres.

A “train the trainer” approach will be followed for delivery of training for Manitoba Public Insurance end-users.

Knowledge Management Services (KMS) typically prepares, delivers and maintains MPI training material. KMS will not be responsible for delivering the training materials. The project team may require some support which will be explored during the project. As a result, the project team will be responsible for development of training materials, and delivery of training to end users. Deliverables will be included in the project plan to:

Clarify who, how and what tools should be used to develop and deliver HRMS training material

Determine if and how KMS's quality standards for training format and content will be adhered to.

Clarify whether KMS will ultimately inherit the HRMS training material when choosing tools, styles, etc

Confirm KMS engagement and accountability

6 Implementation Roadmap

6.1 PROPOSED IMPLEMENTATION ROADMAP

6.2 PHASE DURATION GUIDELINES

Phase Duration in Months

1 Financial Upgrade 6

2 HRMS Core 18

3 LTM Part 1 6

4 LTM Part 2 4

Duration based on Lawson experience.

Year 1 Year 2 Year 3 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9

Revised Implementation Roadmap

Phase 1 - Lawson Upgrade

Phase 2 Planning

Phase 2 - HRMS Core Phase 3 - LTM Part 1 Phase 4 - LTM Part 2

Global HR, Human Resources, Personnel Admin,Payroll,Absence Reporting, Benefits Admin,Lawson Security 9.0- HRMS and Financials,Self Service Time Reporting,Self Service forManagers, Organization Charts

Talent Acquisition, Compensation, Performance and Goal Management, Expense ManagementJob Evaluation, Project and Activity Accounting

Learning and Development, Succession Planning




7 PROJECT BUDGET

A budget amount of $10,000,000 has been established for this project.

At the point of writing, the above estimated budget is based on the functionality to be delivered as per scope, through the implementation of the Lawson HRMS Core and Lawson Talent Management components. It should be noted that Finance is in the process of evaluating the Lawson functionality that is being leveraged by Finance. As well, detailed planning is underway based on the content of this charter and from the results of the the business realization of the requirements that is currently underway. This could also futher impact the high level estimate budget once the configuration of the full implementation has been defined, assigned and scheduled .




8 PROJECT ORGANIZATION (WHO)

8.1 PROJECT PLANNING TEAM:

NAME ROLE

Ginette Johnston Director, Project Delivery

John Remillard Director, Business Strategy

Chad Bisko Project Director and Business Relationship Manager

Cathy Gamby Director, Human Resources

Shannon Leppky Director, Staff Development & Change Services

Diane Hopkins Manager, Financial Services

Gary Dessler Corporate Technical Architect

Shawn Campbell Solutions Architect

8.2 EXTERNAL ORGANIZATIONS INVOLVED IN PROJECT EXECUTION

ORGANIZATION ROLE

Marie Pebesma Practice Director – Delivery, Lawson Software

Beverley Mizun Lawson Project Manager

Gille Cutland Implementation Consultant




8.3 ORGANIZATION GOVERNING THE PROJECT

The BTO Governance will be used in the oversight, management and execution of the HRMS Replacement project:

Executive Director BTODale Bezte

Project Manager/ Project Director

UAT Testing Team Lead

Change ManagementTeam Lead

Technical Team Lead

Business Architecture

Team

Technical Team User AcceptanceTesting Team

1 EPMS Enterprise PortfolioManagement Services

2 On larger projects Team Leadmay have project managersreporting to the Lead

Change Management

Team

Policies and ProceduresTeam Lead

Policies and Procedures Team

SponsorDan Guimond

External Communications

Team Lead


Team

Project Control Analyst (Optional)

Director, Project DeliveryGinette Johnston

Procurement

Committees

SteeringCommittee

Management Committee

WorkingCommittee

Requirements & Business Scenarios,Forms/Document Changes,System UC & UI Reviews,Support UAT, KMS, CM, Communications, legislation drafting and stakeholder relations

Technical Delivery, System Testing,Technical Implementation

Acceptance Testing Technical Training,Non-Technical Training,Internal Communications (align with external) , External stakeholders,Human ResourceIntegrated Training PlanCorporate Directive

Policies & Procedures, Business Process Training, Training Material Development, Application Training, Internet Knowledge Systems (e.g. DSR Calculator)

English/French content (Design/Wording) of customer facing materials, forms, pamphlets & partner communications, Web-site amendments

BTO Management

Director EPMS1John Krupinski

Director, Business Strategy

John Remillard

Chief Technical Architect

Gary Dessler

Director Project Delivery

Ginette Johnston

Director EPMOLouis Kolly

Technical ArchitectureTeam Lead

Technical Architecture Team

VP Business Owner

Business ServicesGoods or services relating to computer hardware, software and related

services

PremisesServices related to facilities

3

Admin ServicesAll other goods or services

RFP, RFQ, RFI, RFT

3 Acquire goods or services needed to develop, maintain and repair the Corporation’s properties, acquire or lease land and buildings and construct or renovate buildings, as well as purchase and install facilities

infrastructure

LegalTeam Lead

Vendors External Partners

Legal Team

Prepare procurement docs e.g. ContractsAssist in negotiating contractsProvide legal opinionsAssist with evaluation- during ProcurementContract InterpretationResearch current legislationLegislation drafting

Business Team Lead2




9 KNOWN PROJECT CONSTRAINTS

9.1 DEPENDENCIES

Availability of skilled and knowledgeable Subject Matter Experts (SME's) and other required resources from Manitoba Public Insurance, Lawson Software, Human Concepts (OrgPlus), and ADP.

9.2 ASSUMPTIONS

Changes to Manitoba Public Insurance’s Chart of Accounts are not extensive. Minor changes (e.g. addition of new accounts) may be required to support integration of Lawson SHCM with Lawson Financials.

Existing and alternative training and delivery tools will be reviewed against the requirements of the project, and a recommendation made based on the outcome of that review .




AUTHORIZATION

Name: Dan Guimond Signature: Original signed by

Role: Executive Project Sponsor Date:

Name: MaryAnn Kempe Signature: Original signed by

Role: VP Business Owner Date:

Name: Heather Reichert Signature: Original signed by

Role: VP Business Owner Date:

Name: Dale Bezte Signature: Original signed by

Role: Executive Director, BTO Date:

Name: Ginette Johnston Signature: Original signed by

Role: Director, Project Delivery Date:

Name: John Remillard Signature: Original signed by

Role: Director, Business Strategy Date:


Project Charter

Lawson 9.0.1 Upgrade Project Number: 2248 Final

Version: 1.0 Date: January 17, 2012

June 15, 2012 2013 Rate Application HRMS - Lawson 9.0.1 Upgrade Charter - AI.18

Project Charter – Lawson Upgrade January 17, 2012

Template Update: 09/03/2009 Page ii

Distribution List:

Name Title, Department

Dan Guimond Executive Project Sponsor

Heather Reichert Vice-President, Finance and Chief Financial Officer

MaryAnn Kempe Vice-President, Corporate and Community Relations

Dale Bezte Executive Director, BTO

Ottmar Kramer Director, Finance and Corporate Controller




Joel Gagne Manager, Administrative Services



Template Update: 09/03/2009 Page iii

Table of Contents

1 INTRODUCTION ................................................................................................................................... 1

2 PROJECT PURPOSE (WHY) ............................................................................................................... 1

2.1 REFERENCES ................................................................................................................................................. 1

3 PROJECT OBJECTIVES (WHAT) ....................................................................................................... 2

4 PROJECT SCOPE ................................................................................................................................ 2

4.1 SCOPE OF WORK (INCLUSIONS) .................................................................................................................. 2 4.2 OUT OF SCOPE (EXCLUSIONS) ..................................................................................................................... 3 4.3 RELATED DEPENDENCIES ............................................................................................................................ 3 4.4 HIGH LEVEL DELIVERABLES ........................................................................................................................ 3

5 PROJECT STRATEGY (HOW) ............................................................................................................ 4

6 PROJECT BUDGET ............................................................................................................................. 4

7 PROJECT ORGANIZATION (WHO) .................................................................................................... 5

7.1 PROJECT PLANNING TEAM: ......................................................................................................................... 5 7.2 EXTERNAL ORGANIZATIONS INVOLVED IN PROJECT EXECUTION ............................................................. 5 7.3 ORGANIZATION GOVERNING THE PROJECT ................................................................................................ 6

8 KNOWN PROJECT CONSTRAINTS ................................................................................................... 7

8.1 DEPENDENCIES ............................................................................................................................................ 7 8.2 ASSUMPTIONS .............................................................................................................................................. 7

AUTHORIZATION ........................................................................................................................................ 8



Template Update: 09/03/2009 Page 1

1 INTRODUCTION

This Project Charter summarizes the business and management aspects of the 2011 Lawson Upgrade project. When signed by the sponsor(s), this charter serves as an agreement between the business and the project groups, formally authorizes the existence of the project, and gives authorization for the Project Manager to engage resources in the planning and execution of the project activities, based on the conditions established.

2 PROJECT PURPOSE (WHY)

The Lawson environment and Lawson applications currently installed at Manitoba Public Insurance (MPI) are no longer supported, including:

Lawson System Foundations (LSF) v9.0 (the Lawson environment)

Lawson Applications v9.0

The Lawson Upgrade project will upgrade the Lawson environment and Lawson Applications to supported versions to avoid the risk of system failures that increase over time due to non-current software versions.

The upgrade of MPI’s Lawson environment will also support the implementation of the Lawson Human Resource Management suite as part of the Human Resource Management System (HRMS) Replacement Project.

2.1 REFERENCES

Applicable references include these documents and/or spreadsheets:

1. Lawson Service Order Form




3 PROJECT OBJECTIVES (WHAT)

The objective of this project is to upgrade the Lawson environment and the application to remain current and supported.

1. Upgrade Lawson System Foundations 9.0 (LSF9) environment to 9.0.1.

2. Upgrade Lawson Applications from 9.0 to 9.0.1.

3. Upgrade database from Microsoft SQL Server 2005 to Microsoft SQL Server 2008.

4. Upgrade existing customizations, interfaces, and custom reports/screens to new environment; including Design Studio and Microsoft Office Add-ins.

5. Change the user interface from Lawson Portal to Lawson Smart Office (LSO).

6. Begin planning for migration from Lawson User Security (LAUA) to Lawson Security 9.0.1.8.

4 PROJECT SCOPE

4.1 SCOPE OF WORK (INCLUSIONS)

Functional Scope

Financial and Procurement Lawson Applications currently implemented at MPI, including:

Accounts Payable (AP)

Accounts Receivable (AR)

Asset Management (AM)

Cash Book (CB)

General Ledger (GL), including Allocations (CA)

Inventory Control (IC)

Invoice Matching (MA)

Purchase Order (PO)

Requisitions (RQ)

Warehouse (WH)

Current interfaces and customizations

Technical Scope

Environment – Lawson System Foundation v9.0.1 (LSF9)

Database – Conversion from Microsoft SQL Server 2005 to 2008.

User Interface – Conversion from Lawson Portal to Lawson Smart Office.




4.2 OUT OF SCOPE (EXCLUSIONS)

The items, requirements, services, and/or goals listed below are explicitly outside the scope of this project.

Functional Scope

All financial and procurement Lawson applications not currently implemented at MPI.

All non-financial and non-procurement Lawson applications (e.g. HR)

Technical Scope

Lawson Security 9 – Note that Lawson has bundled Security Accelerator Content (Financials, HCM, Procurement) in with the Statement of Work for the Lawson Upgrade to give Manitoba Public Insurance favourable pricing. Lawson Security 9.0.1 work for HCM, and Payroll will be implemented as part of the HRMS Replacement Project.

4.3 RELATED DEPENDENCIES

HRMS Replacement Project – Lawson’s Human Resource Management suite of products share the technical environment (the “S3 Stack”) with Finance and Procurement applications.

4.4 HIGH LEVEL DELIVERABLES

The deliverables identified in this section are subject to refinement. These and other project related deliverables will be identified in the project plan and all will undergo formal review and signoff by the Project Acceptor.

1. Project Plan

2. Lawson Operational Systems (Hardware, LSF9, 9.0.1 Applications, SQL Server Database) for Development, Test, Production, and Production Support

3. Required Customizations, interfaces, and reports/screens

4. Test Strategy, Test Plan, and Test Scripts/Cases

5. Acceptance Test

6. Training Strategy, Training Plan, and Training Program

7. Implementation Strategy and Implementation Plan

8. Revised Disaster Recovery Plan

9. Post Implementation Review




5 PROJECT STRATEGY (HOW)

This project will be a joint effort between Lawson Professional Services and Manitoba Public Insurance. Lawson requires certified technical consultants to install Lawson software. Lawson Project Managers, responsible for specific upgrades of the Lawson suite (Lawson environment, Lawson applications and user interface), will work directly with MPI’s Project Manager to plan, execute, and monitor the project.

Lawson’s StepWise Implementation Approach and Methodology will be followed for the implementation of this upgrade. Throughout the delivery of the product(s) or service(s) described in this Charter, the MPI Project Manager will use the MPI Enterprise Project Management Methodology and EPMO Toolkit to provide the framework for managing the project.

6 PROJECT BUDGET

A budgeted amount of $146,000 represents a rough order of magnitude estimate that was derived through the Intake Process. This estimate assumed a standard upgrade; not one that is upgrading additional technology components (Microsoft SQL Server) or the user interface (Lawson Smart Office) as is now the case. This estimate also did not include Lawson Professional Services costs.

The initial estimate for Lawson Professional Services is approximately $162,000 (2011-02-23). A bottom-up estimating approach will be done during the planning stage of the project to determine actual project budget which will include the Lawson Professional Services and internal MPI Project Management and activities to support the upgrade.




7 PROJECT ORGANIZATION (WHO)

The project planning team structure is captured in the following charts.

7.1 PROJECT PLANNING TEAM:

NAME ROLE



Sharon Satz Project Manager


Joel Gagne Manager, Administrative Services

Marie Pebesma Lawson Software Practice Director - Delivery

TBA Lawson Project Manager

7.2 EXTERNAL ORGANIZATIONS INVOLVED IN PROJECT EXECUTION

ORGANIZATION ROLE

Lawson Software Vendor, Implementation Partner




7.3 ORGANIZATION GOVERNING THE PROJECT

The BTO Governance will be used in the oversight, management and execution of the Lawson 9.0.1 Upgrade project:

Executive Director BTODale Bezte

Project Manager/ Project Director

UAT Testing Team Lead

Change ManagementTeam Lead

Technical Team Lead

Business Architecture

Team

Technical Team User AcceptanceTesting Team

1 EPMS Enterprise PortfolioManagement Services

2 On larger projects Team Leadmay have project managersreporting to the Lead

Change Management

Team

Policies and ProceduresTeam Lead

Policies and Procedures Team

SponsorDan Guimond


Team Lead


Team

Project Control Analyst (Optional)

Director, Project DeliveryGinette Johnston

Procurement

Committees

SteeringCommittee

Management Committee

WorkingCommittee

Requirements & Business Scenarios,Forms/Document Changes,System UC & UI Reviews,Support UAT, KMS, CM, Communications, legislation drafting and stakeholder relations

Technical Delivery, System Testing,Technical Implementation

Acceptance Testing Technical Training,Non-Technical Training,Internal Communications (align with external) , External stakeholders,Human ResourceIntegrated Training PlanCorporate Directive

Policies & Procedures, Business Process Training, Training Material Development, Application Training, Internet Knowledge Systems (e.g. DSR Calculator)

English/French content (Design/Wording) of customer facing materials, forms, pamphlets & partner communications, Web-site amendments

BTO Management

Director EPMS1John Krupinski

Director, Business Strategy

John Remillard

Chief Technical Architect

Gary Dessler

Director Project Delivery

Ginette Johnston

Director EPMOLouis Kolly

Technical ArchitectureTeam Lead

Technical Architecture Team

VP Business Owner

Business ServicesGoods or services relating to computer hardware, software and related

services

PremisesServices related to facilities

3

Admin ServicesAll other goods or services

RFP, RFQ, RFI, RFT

3 Acquire goods or services needed to develop, maintain and repair the Corporation’s properties, acquire or lease land and buildings and construct or renovate buildings, as well as purchase and install facilities

infrastructure

LegalTeam Lead

Vendors External Partners

Legal Team

Prepare procurement docs e.g. ContractsAssist in negotiating contractsProvide legal opinionsAssist with evaluation- during ProcurementContract InterpretationResearch current legislationLegislation drafting

Business Team Lead2




8 KNOWN PROJECT CONSTRAINTS

To be determined in the planning process.

8.1 DEPENDENCIES

Resources

Many of the key participants (e.g. senior finance management, subject matter experts within finance departments, etc.) have peak operational periods where their time is severely limited. In particular, this will be a problem in February, March, and April of 2011 due to the year-end cycle. As well, the first 2 weeks of the month after a quarter-end will be problematic for some business acceptors/testers. The project schedule will be adjusted to accommodate these “blackout” periods.

Availability of Lawson consultants.

8.2 ASSUMPTIONS

This upgrade is not technically complex. Only one upgrade pass will be required for this upgrade.

Lawson technical consultants will be onsite at MPI’s premises to perform the technical upgrade; Lawson will not have remote access to MPI’s environments.

A separate training environment is not required; a separate product line will be created for training purposes in the Test or Production Support environment.

Finance and Administrative Services subject matter experts will continue to perform testing; the Quality Control and Metrics (QC&M) department will not be involved with this upgrade.




AUTHORIZATION

Name: Dan Guimond Signature: Original signed by

Role: Executive Project Sponsor Date:

Name: Heather Reichert Signature: Original signed by

Role: Vice-President, Finance and Chief Financial Officer

Date:

Name: MaryAnn Kempe Signature: Original signed by

Role: Vice-President, Corporate and Community Relations

Date:

Name: Dale Bezte Signature: Original signed by

Role: Executive Director, Business Transformation Office

Date:

Name: Ginette Johnston Signature: Original signed by

Role: Director, Project Delivery Date:

Name: John Remillard Signature: Original signed by

Role: Director, Business Strategy Date:


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Project Charter Human Resource Management System … · System (HRMS) Replacement - Implementation Project ... Lawson Process Flow Integrator (PFI) Lawson Business ... Business Process