Kuali Financial System

Implementation of Chart of
Accounts and General Ledger

Iowa State University

Project Charter

Document Control
1
3

Date

Author

Version

Change Reference

7/31/09
9/8/09
9/16/09

S Antonucci
S. Fox / S. Antonucci
S. Antonucci

1.0
2.1
2.1

Initial Creation
Update after PM planning session of 9/1/09
Modified timeline

Table of Contents
DOCUMENT CONTROL ................................................................................................................................. 2
EXECUTIVE SUMMARY AND BACKGROUND .................................................................................. 4
THE GOAL STATEMENT ............................................................................................................................... 4
BUSINESS DRIVERS / PROJECT OBJECTIVES ................................................................................................. 4
CRITICAL SUCCESS FACTORS ...................................................................................................................... 5
PROJECT SCOPE ........................................................................................................................................... 5
PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS ........................................................................... 5
PROJECT RISKS ............................................................................................................................................ 5
PROJECT CONSTRAINTS ............................................................................................................................... 5
PROJECT ASSUMPTIONS............................................................................................................................... 6
PROJECT APPROACH & STRATEGY ................................................................................................... 6
METHODOLOGY .......................................................................................................................................... 6
IMPLEMENTATION HIGH LEVEL TIME LINE ................................................................................................. 6
ISSUE MANAGEMENT PROCESS ................................................................................................................... 6
CHANGE CONTROL PROCESS ....................................................................................................................... 7
PROJECT ORGANIZATION AND RESOURCE PLAN ........................................................................ 7
COMMUNICATION PLANS ....................................................................................................................11
PROJECT TEAM COMMUNICATIONS PLAN ..................................................................................................11
ORGANIZATIONAL COMMUNICATIONS PLAN ..............................................................................................12
TRAINING...................................................................................................................................................12
TESTING .....................................................................................................................................................12

Executive Summary and Background

The objective of the project charter is to establish a clear understanding of the method that will
be maintained throughout the implementation of the Kuali Financial System (KFS). It will provide
a roadmap for the project and help to prevent any miscommunications between the Leadership,
Steering Committee and project team members. This document will outline the project timelines,
methodology, resources, scope, assumptions/constraints, and communication tools that will be
used throughout the implementation project.
This planning report also summarizes the following:
Business Drivers
Project Objective, Scope, and Critical Success Factors
Project Risks, Constraints, Assumptions
Key Planning Decisions
Reports and Interface Strategy
Issue Management Process
Change Control Process
Education / Training Plan
Project Measurement
Project Monitoring and Controls

The Goal Statement

The implementation of the KFS general ledger and chart of accounts is the first milestone in the
overall upgrade and modernization of administrative systems at Iowa State and will serve as the
foundation for future initiatives. Conversion of the existing COBOL-based accounting system to a
contemporary technology will enable future systems modifications and will better position the
University to attract and retain highly skilled IT staff.

Business Drivers / Project Objectives

Specific objectives of this project are:
Develop an accounting system that is more agile and adaptive to changes in business
practices, business rules and organizational hierarchies
Migrate from a highly customized accounting system that is cumbersome and inefficient
to modify to one of standardization and consistency
Integrate balance sheet reporting capability into University management reporting
Develop data elements that function properly in the data warehouse
Develop management reports that adequately meet the diverse needs of campus
Create accounting structures that increase efficiency in development of financial
statements
Minimize impact on current operations to the degree possible

Critical Success Factors

Critical Success Factors:
Campus communitys acceptance of an accounting system based on standardized best
practices in higher education
Ability to provide valuable, timely and accurate management information
Ability to dedicate adequate numbers of functional and technical staff to the project in
times of reduced staff sizes
Cooperation of multiple teams, both functional and technical, who are critical to the
success of the project but will not derive much benefit from the implementation
Effective communication with the campus community

Project Scope
The scope of the project is as follows:
Implementation of Kuali Financial System 3.0 (Oracle xx)
Chart of Accounts
General Ledger
Financial Transactions
Contracts and Grants
Budget Management
Workflow
Integration with existing systems
Enhancement of e-Data through inclusion of KFS
Creation of Cognos reports
Utilization of ad hoc reporting capability in KFS
Stand Alone RICE

Project Risks, Constraints, Assumptions

Project Risks
A risk is a measure of consequence associated with an issue that may arise. To the extent
possible, mitigation strategies will be identified for each risk:
A risk assessment was conducted on Sept. 1. It was made part of the workplan and will be
managed in conjunction with the workplan and issue log.

Project Constraints
A project constraint is an issue or situation that keeps the project from proceeding to a successful
conclusion.
Discussions will be held with the project team to identify the factors that may limit the options
available to the team and potentially impact the schedule: The constraints identified are:
Lack of resolution on whether PURAP will be included as part of this project
Lack of functional and technical resources dedicated to the project

Lack of time to complete elimination of hard-coding in existing programsmay force

implementation date out another year

Project Assumptions
In building the project plan, the project team made the following assumptions:
Implementing KFS is a top institutional priority
Funding and support from senior leadership will continue as planned
Staffing levels in IT and the Controllers Department will not decline significantly more
than projected
Knowledge transfer from rSmart will supplement the ISU project team

Project Approach & Strategy

Methodology
Throughout the project, progress will be measured and variances reported based on budget,
effort, and schedule. Core activities are required to implement the software. From there,
activities are added to address the specific needs of the University. Activities are broken out into
steps. Each step is assigned to a team member and is estimated by duration and effort. By
tracking the project at the step level, we can check our bearings every step of the way to ensure
were staying on course. The Project Management team will manage the high level activities
using Microsoft Project. The steps will be managed using a workplan in association with the
issue and risk logs so that issues can be tied to actions on the workplan.

Implementation High Level Time Line

Issue Management Process

An issue log will be kept and reviewed each week during team meetings.
The following process represents a suggested flow for issues identified by the project team.
Issues should not be escalated to the next level for resolution without recommended solutions.
Resolution steps for issues identified at the project team level:

1) Whoever identifies the issue owns it. They are responsible for bringing the issue to the
attention of the overall PM as well as providing options and recommendations for its
resolution. The recommendation will be supported by appropriate documentation and placed
on the issue log.
2) Issues identified at the project team level are assessed and reviewed for likeliness of
resolution. Issues that cannot be immediately resolved are sent to the Project Managers with
suggested recommendations for solving the issue.
3) Once received by the Project Managers, an attempt is made to resolve the issue or assign to
the appropriate team member. If not quickly resolved, the Project Manager, depending on
the content of the issue, may send it on to the Executive Sponsor or Steering Committee.

Change Control Process

The charter and the project workplan define the baseline scope of the project.
Any functionality that is requested which varies (increases or decreases scope) from this charter
will be documented, and submitted to the ISU Project Management team for review and
approval. An impact analysis must be included in the change request. Steering Committee
approval is required for any material change to a business process that results from a change in
scope. Once approved by the Project Managers and Steering Committee members, if applicable,
the changes in scope will be added to the project plan.

Project Organization and Resource Plan

While each team member serves a unique role with specific responsibilities, there are
common responsibilities for which all team members are held accountable. In order to
deliver success to the KFS Implementation project, each party will contribute to the
project in the following ways:
Support the achievement of overall project and functional objectives
Work as a team and support team members as appropriate
Verify deliverables are accurate and delivered in a timely manner
Manage all processes within the functional areas in accordance with the project
standards
Monitor project timelines, milestones, and deliverables
Follow project standards, procedures, and policies
Communicate effectively
Manage the scope of assigned tasks to stay within project estimates

The included table depicts the project organizational structure and plan for staffing the positions
to ensure teams are staffed with resources with relevant skills and in sufficient numbers to meet
target project deadlines.
The following is a description of the responsibilities for each role on the project:
Role
ISU Project Steering Committee
Ellen Rasmussen
Maury Hope
Pam Elliott Cain
Stephanie Fox
Jim Davis
Diane Beckman

Project Manager
Stephanie Fox Overall Project
Manager
Sharon Antonucci rSmart Project
Manager
Deb Nelson Technical Project
Manager

Responsibility
These individuals are responsible for project
oversight. They approve major scope-related
changes in both the product and/or the project,
for both the technical and functional changes.
Responsibilities include:
Ensure funding as needed for the
project
Monitor direction and status of the
project
Provide guidance in addressing highlevel cross functional issues
Work with project managers to resolve
issues relating to organizational change,
including changes in current practices,
corporate policy, etc.
Serve as business process change
champions
The Project Managers are responsible for the
project oversight. Day-to-day management of
project tasks and issues. They are the primary
source for communicating project status with all
stakeholders.
Responsibilities include:
Maintaining Project Plan and managing
the entire implementation effort from
beginning to end
Monitoring progress on project plan,
tasks, and logs
Facilitating meetings with project team
to discuss progress, issues, etc.
Altering the scope of the project or
obtaining additional resources as
required to ensure that the project is
completed on schedule
Coordinating communication between
team members
Providing regular implementation
updates to sponsors and steering
committee
Monitoring, maintaining and updating
the budget as required
Taking responsibility for change
management with stakeholders
Monitor contracts for progress towards

Role

Responsibility
milestones and overall project status

ISU Functional Team Leads

Carol Yanda
Kevin Houlette

Functional Resources include individuals with

knowledge of the application and the business.
ISU functional team members should be familiar
with ISU business processes and goals

rSmart Functional Team

Susan Konzem
David Lyons

Responsible for the day-to-day execution of

project tasks and issues.
Responsibilities include:
Report status of tasks to project
manager
Identify issues and report for resolution
or escalation
Ensure that the system is being
implemented in accordance with the
project objectives and goals
Lead effort to configure the applications
and define process changes
Identify resource requirements Functional team
members:

Training Leads

Configuration of the applications

Identify customizations and assist
developers with resolving issues
Facilitate and/or participate in the
Fit/Gap analysis
Create test plans
Execute test plans
Resolve issues with the assistance of
other implementation team members
Document all issues
Determine acceptance of new release
Have a good understanding of
functional processes
Refine and maintain models of business
requirements
Identify areas for business process
improvement
Identify interface and conversion
requirements
Gather documentation for inclusion in
training materials
Incorporate organizational change
issues during development of
procedures and training materials
Assure that cross modular functionality
works correctly
Prepare end user training plan
Schedule end user training
Prepare end user training material

Role

Communications Lead
Lynette Shearer

ISU Technical Team Lead

Brian Ntem
rSmart Technical Team
Keith Showers
Mike DeSimone

Database Administrator
Tom Logue
Aaron Rogers
Al Glick

Technical System Support

Troy Van De Kreeke
Todd Hughes
Carol McDonald

Responsibility
Coordinate delivery of end user training
Follow up on training issues
Provide expertise in communications to
Faculty
Business & Finance
Project team
Stake holders
End users
Kuali Community
Prepare materials for communications using
various methods as outlined in the
communication matirix.

Responsibilities include:
Develop customizations to online
objects, batch reports and interfaces
Unit/System Test development
Work closely with functional resources
to ensure business needs are met
Document all changes
Configure and setup batch schedule
Establish the technical environment for
the implementation
Plan of technical architecture
Create and execute performance test
plans
Develop and implement support
procedures for the new environment
Tracks and resolves technical issues

The DBA must be involved throughout the

duration of the implementation.
Although the DBAs responsibilities may be on a
part-time or on-call basis, DBA support is critical
to:
Review Scripts and modify, if necessary,
for IT standards
Monitor database and provide database
support
Perform backups, recoveries
Troubleshoot and tune database
Enforce standards
The Network Administrator will provide network
support. Similar to the DBA, these individuals
need not be assigned full time.
Install and maintain third party

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Role

Responsibility
software
Install Kuali software
Manage network security and
connectivity
Network configurations
Kuali security
KIM set up and maintenance
RICE set up
LDAP integration

John Haskall
Dave Aves

Communication Plans
Project Team Communications Plan
It is essential that communication between the user community, the project team members and
the participating members of management involved in the project are clear, concise and
thorough. A formal communication plan is the best way to clarify expectations and deliverables
included in project communications. The following table shows the suggested communications
outline for the meetings involved with the project. In addition, weekly written status report
updates, management of the project plan, milestones and budget should be a part of the project
communications plan.
Meeting
Weekly All-Team
Status Meeting

Steering Committee
Meetings

Recommended
Frequency
Weekly
Every Wed. 8:30-10
AM, rSmart joins at
10:00. Every Fri.
9:30-11:30
Monthly end of
month
At project completion
or any change to the
contract

Technical meetings
Business & Finance
PM & Lead
DBAs & Systems

Weekly
Wed. 1:30 2:30
Thur. 2:00 3:00
Monthly as scheduled

Data Warehouse

Will be included in
regular meetings as
needed

Attendees
Project Manager

Required
Attendance
Required

Project Team

Required

Project Manager:
S. Fox

Required

Steering Committee
Members:
M. Hope
P. Elliott Cain
D. Beckman

Required

Technical Leads
Developers
DBAs
System and Network
Engineers
Project Manager
DW team

Required
Required
Required
Required

Required

Optional
As needed

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Organizational Communications Plan

An active exchange of information to and the proactive request for feedback from employees is
required for understanding and to make sure that employees are receiving the information that
they need to best perform their jobs. The burden of an effective communication network needs
to be shared by every person involved in the project. Open channels of communication between
managers and staff must be established, and employees should be encouraged to provide input
and feedback. Also, senior management plays an important role in communication through the
ongoing sharing of information concerning the project from manager to staff, as well as the
active illustration of support concerning the project. Consequently, there is a concrete need for
teamwork if project objectives are to be accomplished.
To achieve effective communication, the project management team will develop a communication
plan as a guide for informing stakeholders about what will be changing, why, and the benefits to
the organization. The plan considers what the theme of each message should be, and whether or
not a response is required from the receivers. The stakeholders will be segmented into various
groups in order to properly target and deliver the right messages using various media.
A kickoff will be held to inform and engage department heads about the project and the process
changes that will affect them.

How Different Types of Information will be disseminated

Tactical forms of communication are meant to convey a specific understanding of a concept or
plan. This targeted communication is meant for users who will be applying the content of the
communication message into tangible work plans. Therefore the content must be clear, concise,
and compact. There are numerous communication methods. The communications matrix provides
a detailed calendar of communication events and the target audience for each event.

Training
The purpose of the Training Program is to develop the skills and knowledge of individuals so they
can perform their roles effectively and efficiently. Training is an organizational responsibility, but
the projects team is responsible for identifying their needed skills and providing the necessary
training when the new application is rolled out. The team will hold sessions to develop a training
plan that will identify the audience for training as well as the delivery of the training and
materials.

Testing
Preparation for testing consists of three major stages;
The Test Approach sets the scope of system testing, the overall strategy to be adopted,
the activities to be completed, the general resources required and the methods and
processes to be used to test the release
Test Planning details the activities, dependencies and effort required to conduct the
System Test.

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Test Scenarios and Test Scripts document the tests to be applied, the data to be
processed, the automated testing coverage and the expected results.
These will be part of the overall Test Plan and will provide input into the workplan.

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