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To establish a secure baseline for the project, defining all management and technical
requirements for project success.
Description Author Date
Initial Draft Martin P. Thorpe, 28" January 2009
Andy Heath
Update post review Martin P. Thorpe, 29" January 2009
Scott Turton
Update post review Martin P. Thorpe 3 February 2009
Update post review Martin P. Thorpe, 4" February 2009
Andy Heath, Scott
Turton
Update post review Martin P. Thorpe 5th February 2009
Updated with notes from 24th & Martin P. Thorpe. 26" February 2009 (Formatted: Superscript
25th February 2009 meeting with Guy Wilkerson
Steve Beddoe, Paul Summers,
Raj Sudhir, Mike Nardin and Guy
Wilkerson
Updated from input from POL. Martin P. Thorpe 410" March 2009 (Formatted: Superscript 7}
Updated from input from POL Mike Nardin 14 March 2009 _--(Formatted: Superscript )
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1 CONTENTS
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2 INTRODUCTION
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342.1 Purpose of this Document
This Project Initiation Document (PID) defines how the POL SAP Project will be
managed and identifies the changes that will be delivered into Post Office Limited
(POL). It is important to note that this is the internal Fujitsu Services PID and that
there is a separate joint POL/Fujitsu PID for the overall programme.
The PID aims to describe Fujitsu’s plans, strategies and processes that will define
the what, when, who, where, how, and why for the project.
The PID will be a living document subject to review and re-baseline, through
change control, as appropriate throughout the life of the project.
3.22.2__Existing Systems
POL operates two large SAP systems in separate data centres as separate
instances, plus several legacy systems in Cash Centres. The POL SAP Project will
provide a consolidated SAP environment to support POL’s business critical
processes.
The following summarises each of the systems targeted for consolidation:
1 SAPADS
3242.
+ ASAP 4.6c application
+ Implemented in 1997, hosted and supported by CSC
+ Supports Supply Chain functions (mainly the warehousing and movement of
cash through the Post Office network and to external customers)
+ Acustomised application (upgrades are complex, protracted and costly)
POLES
A SAP 4.7 IS Retail System
Implemented in 2004 (as part of the Impact Programme)
Hosted and supported by CSC and Fujitsu Services
Supports the financial settlement of transactions undertaken at the Post Office
counters and via direct sales channels.
323223 Transtrack
. 26 instances of Transtrack within the estate
+ Used in CviT depots to track and trace inward and outward pouches
LJ c.100 depot users and 800 crew users
324224 __CMS (Siebel)
+ Holds details of the master contract data for all external customers serviced by
cvir.
+ ¢.25 users
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328. CASHMAN:
+ Stand-alone MS Access application
+ Manages the inventory of cash and cassettes at ATMs
. Used in 5 Cash Centres
LJ c. 25 users
3262.2.6 BUDMAN:
+ Stand-alone MS Access application
+ Manages the inventory of notes and coins owned by RBS and Natwest that are
held in Post Office Ltd Cash Centres
~—c. 10 users
+ fAction-- POL (lan-Wik u Hi Hat + Ee Indent: Left: 0 om, Hanging: 0.88 cm, aac)
Level: + Algned at: Ocm + Indert at. Ocm
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43_PROJECT DEFINITION
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4:13.1_Scope
In June 2007 a Feasibility Study was undertaken by Cognizant that comprised of a
solution design and migration roadmap for the consolidation of the 6 applications
listed in section 2 of this document.
In line with the findings of the Cognizant Feasibility Study 2007 the following will be
delivered:
° Consolidation of SAPADS onto POLFS 4.7 IS Retail instance and UNIX / Oracle
infrastructure
+ Consolidation of Transtrack, CMS, BUDMAN and CASHMAN onto POLFS 4.7 IS
retail.
+ Removal or migration of customisation (z transactions) within the SAPADS
application and consolidation using standard SAP.
There are elements of existing systems that are not fully understood and, as such,
a business blueprint will be produced, which will detail and document the precise
scope of the project. This will require the approval of POL and agreement of any
changes in scope, e.g. where assumptions made during the proposal stage have
proved to be incorrect.
The project scope consists of the design, development, testing, and release of the
above and includes the delivery of supporting infrastructure as described in [ REF
_Ref221516981 \r \h J.
4.23.2 _Exclusions from Scope
+ Management of the SAP Portal which remains with CSC.
+ Hosting and supporting Internet Transaction Server (ITS).
+ Maintaining SAP Security, i.e. administration of users, their access rights, and
the access to POLSAP components.
+ Migration of legacy application master data (Transtrack, Bag Tracking, CMS
(Siebel), CASHMAN, BUDMAN) into the new POLSAP system; this is to be
undertaken by POL. See section [ REF _Ref223450560 \r \h ] for scope of
data migration.
Data cleansing of the information on the existing + Formatted: Bullets and Numbering j
systems will be undertaken by POL with support from the Fujitsu project
team; i.e. Fujitsu will test to ensure the cleansed data will migrate
successfully. See section [ REF _Ref223450816 \r \h ] for scope of data
cleansing.
+ Acceptance testing will be undertaken by POL with support from the Fujitsu
project team.
+ SAPADS IXOS and POLFS IXOS will be consolidated into a single archiving
platform. As POL has not yet specified the policy regarding miaration of
archived data transfer into POLSAP; this is not currently included in the
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project costs, nor is the cost of defining the archiving strateay._See section [
REF _Ref223450560 \r \h J] for scope of data migration.
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bd POL will be responsible for the communications plan, assessing impact of (Fo I: Highlight }
change on the business, sign-off of business processes, and planning of & — on :
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4,33.3_Deliverables
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— (Formatted: Highlight i}
43433) Application/Data as j
roject will be implemented in 2 phases within 2009/10 and will include the
ivities/deliverables detailed below: (Formatted: Highlight a]
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a Phase 1 - to be completed by 134 September 2009:
The as-is and to-be analysis. This will detail and document the business
process scope of the project and will be captured in a business blueprint
requiring approval by POL. On approval the agreed scope will be developed
and implemented in the new consolidated POLSAP Application.
The Business Blueprint document enabling a fixed price quotation for
completion of the remainder of the SAP Consolidation Project;
The consolidation of POL-FS and SAPADS systems will be merged onto an SAP
4.7 IS Retail on a LINUX/Oracle platform to become the POLSAP system;
+The 139 customisations (z programs) within the SAPADS system will be
replaced with standard SAP functionality where there is clear business benefit
for doing so or migrated to the SAP 4.7 Retail environment, where no standard
exists_or where user performance will be lost; (Formatted: Highlight )
The legacy applications (CMS (Siebel), CASHMAN, BUDMAN) will be replaced by
existing SAP functionality or bespoke z programs produced, where no standard
SAP functionality exists;
The POL-FS and SAPADS data will be migrated of into the new POLSAP system;
The existing interfaces to Transtrack and Bag Tracking will be moved from
SAPADS to POLSAP.
b. Phase 2 - to be completed by 145" March 2010: - (Formatted: Bullets and Numbering J
+ ——{Formatted: Inde: Fist Ine: 0.88 cm }
+ Redevelopment of Transtrack and Bag Tracking using SAP standard
functionality where possible onto the SAP 4.7 IS Retail system.
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+ Configuration and development of the existing Hand Held Terminal
Functionality necessary to support the redevelopment of Transtrack and Bag
Tracking functionality into standard SAP transactions.
43233. Infrastructure
The infrastructure will all be completed with Phase 1 of the project.
As the SAPADS system is to be consolidated into the POL-FS system re-use of the
existing POL-FS infrastructure was considered as an option. However, this is
inadequate to support the new consolidated POLSAP system as the processing and
storage requirements are greater than the current system can support. As a result
the following new infrastructure will be put in place:
+ New pBlades installed into the existing POL-MI Bladeframe chassis in IRE11
Data Centre. Initially, these will be used for development and testing, but will
become the live system;
. New Bladeframe and pBlades installed into IRE19 Data Centre as the Disaster
Recovery failover system. Additionally, these pBlades can be used for future
development and testing should any modifications to the POLSAP system be
required;
+ An additional pBlade will be included in each Bladeframe to enable increased
resilience of the systems, i.e. should a live pBlade fail this will automatically
take ovel
+ Consolidation of applications onto POLF-S 4.7 IS Retail instance and LINUX /
Oracle infrastructure;
+ Modifications to networks, routing, switches, and firewalls to enable interfaces
to external system;
. Additional storage added to the existing data centre storage.
fAction £ j-to-Fe andi ments}
4.43.4 Constraints
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+ Due to the POL change freeze Phase 1 needs to complete by the 134%
September.
+ Not all bespoke "Z” programs can be replaced with standard SAP, in these
circumstances they will be migrated.
. POL requires all Fujitsu staff to successfully complete a CRB check.
+ The hand-held terminals development for Phase 2 must be conducted in a
“Clean room environment” to ensure that the intellectual property rights of
other parties are not infringed.
* Hardware must be delivered within the defined budget.
+ During the As-is To-be the Fujitsu team are to required to be located for the
majority of their time on POL sites.
+ Access to existing POL systems requires Fujitsu staff to have POL laptops
configured and connected to systems managed by POL/incumbent suppliers.
4.53.5 Dependencies
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See the assumptions and dependencies log (Ref: SAP/PGM/DEP/0001. (Formatted: Highlight B)
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4.63.6 _Assumptions
See the ae hee and dependencies log (Ref: SAP/PGM/DEP/0001). /Sa/e (Formatted: Highlight 3)
(Formatted: Fort: Rae }
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54_PROJECT ORGANISATION
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+ Fujitsu must report into Paul to ensure he’s fully informed/up to date: Niger Wem inde ae 1270 ial
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+ Fujitsu has absolute responsibility for delivering the project.), (Formatted: J
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5:44.1__Overall Governance
Fujitsu will play a full role in Post Office’s overall governance model, providing the
required inputs and representatives. Fujitsu will in turn operate an internal
governance model that will monitor and guide the delivery from its teams and those
of its partners.
5.24.2 Fujitsu Services Project Organisation Structure
The Fujitsu project will be organised into two teams: Applications and
Infrastructure, with overall Programme Management.
The personnel listed below are permanent members of Fujitsu staff and are
allocated full time to Fujitsu’s Post Office account. The diagrams show our initial
organisation and any variations will be notified to POL.
S2442.1 Programme Management
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POL has provided their own management organisation with key staff identified
below:
+ Project Manager, Paul Summers, responsible for the overall delivery of the
roject.
. Business Requirements, Karen Hillsden, responsible to Paul Summers for
ensuring the business requirements are understood.
+ Technical Architect, Saunder Narayan, responsible to Paul Summers for the
delivery of the infrastructure architecture solution.
+ Supplier Relationship Manager, Glynn Drabble, responsible to Paul Summers -——(Formatted: Bullets and Numbering }
for
[Action : POL to complete + dent: First ine: 1.06 em }
+Business Change Manager (tba), responsible for Paul Summers for - i: Bullets and Numbering J
[Action : POL to complete] ~~ (Formatted: Indent: First line: 1.06 em J
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4.2.2 _ POL Management Team + { Formatted: Bullets and Numbering }
a * I Formatted: Body Text, Don't keep with next, Don't keep lines:
together
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==] L= I 7
: :
"Team /
[Project SAP Rationateation
‘Document: Organisation Chart
(Date. 27th February 2000
lOwner: POLSAP PMO
[Propareé: il Hetidato
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422.
3__Applications Team + (Formatted: Bullets and Numbering
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4234.24 Infrastructure Team - (Formatted: Bullets and Numbering
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‘Action: Fito update char]
5.34.3 Project Team Roles and Responsibilities
The following are the main Fujitsu roles and their responsibilities.
S3443.1 Programme Manager
+ Accountable for the Project at Executive team level
+ Strategy, scope, direction and delivery.
+ Strategic wide communications.
+ Maintain relationships with Fujitsu’s subcontractors and to support the
development of the Fujitsu proposition.
+ Managing Issues.
+ Escalation point for the Project Manager
roject Manager, (Formatted: Highlight
(Formatted: Hight
+ Keeping Project Board up to date with Project progress & status (no surprises).
+ Co-ordination, support and close liaison with the Project Team.
+ Setting and maintaining Project Standards.
+ Ownership of overall Project deliverables / plan.
+ Ownership of overall Project finances.
+ Management of Project Risks and Issues.
533433 Project Control Officer
+ Assist the Project Management team in Maintaining Project Standards.
+ Co-ordination of highlight reporting and onward submission.
+ Support Project Manager to deliver to time, cost and quality standards.
S34434 SAP Finance Team Lead
+ Design and development of all Finance related processes e.g. Account
Assignments for Material postings.
+ Carry out Unit, Integration, and System Testing,integration-Festing;
Development Proving and assist POL in Application Process testing (UAT).
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+ Develop Training material for the Train the Trainer approach.
+ Knowledge transfer to the support team.
535435 SAP Materials Management Team Lead
+ Design and development of all MM related processes e.g. TransTrack and Bag
Tracking.
+ Develop Training material for the Train the Trainer approach.
+ Carry out Unit, Integration, and System Testing, integration Testing,
and assist POL in Application Process testing (UAT).
+ Knowledge transfer to the support team.
53.6436 SAP Sales & Distribution Team Lead
+ Design and development of all SD related processes e.g. Deliveries and
shipping, Shipments, Transtrack and Bag Tracking.
+ Develop Training material for the Train the Trainer approach.
+ Carry out Unit, Integration, and System Testing integration Testing,
and assist POL in Application Process testing (UAT).
+ Knowledge transfer to the support team.
532437 SAP ABAP Team Lead
+ ABAP development and liaise with functional teams on program specifications.
+ Coordinate and carry out program testing for Transtrack and Bag Tracking
functionality.
5:3:.843,8 SAP Integration application architecture& Test (Managereamlead + (Formatted: Keep with next Keep lines together }
+ Ensure integration of all modules and cross functional activities.
+ Liaises with POL on Change management, testing, and training coordination.
+ Review and approve design and development.
+ Ensures that testing activities align and are conducted in line with the agreed + { Formatted: Bullets and Numbering )
testing strateay.
3394.39 SAP Technical Team Lead
+ Lead Technical team in the design and development of SAP Basis aspects of the
project.
+ Develop Training material for knowledge transfer to the support team.
53404.3.10 SAP Basis
+ Implementation of all Basis Technical aspects.
+ Project Support for the duration of the project including production of
performance analysis statistics and tuning recommendations.
+ Knowledge Transfer to ongoing BAU (Business as Usual) Support Team.
53414311 _ SAP Architect
+ Presentation of appropriate SAP Sizing information to third party supplier.
+ Overseeing the implementation of the hardware to ensure it meets SAP specific
requirements.
53424312 _ Infrastructure Architect
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+ Responsible for defining the infrastructure architecture required to enable the
development and support of the POLSAP system.
+ Responsible for ensuring that the infrastructure designs are produced in
accordance with the overall architecture.
. Working with the SAP Architect to ensure that the infrastructure will support the
POLSAP system.
5:3-134,3.13 Solutions Integration Manager (SIM)
+ Implementation of the infrastructure to support the POLSAP system.
+ Engaging the correct resources within each of the Fujitsu Core leveraged teams
to ensure that the infrastructure is implemented according to the designs and
timescales.
S34443.14 Service Transition Manager
+ Responsible for identifying the products and services required for transition to
live service.
+ Responsible for ensuring that the project delivers all the required products and
services for transition into live service.
544.4 Approach
POL business representatives will be required to assist Fujitsu staff in
understanding the current functionality during the As-is To-be phase of the project.
This will require Fujitsu staff to be located for the majority of their time on POL
sites (mainly Chesterfield, but other sites may be visited depending on location of
POL staff).
This highly collaborative approach will minimise the risk of the solution failing to
address user requirements (particularly any that may not be explicitly stated in the
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The Fujitsu management team will be based out of the Bracknell office and will
attend POL sites as and when required to support the development teams or attend
POL meetings.
(Formatted: Highlight
(Formatted: Font Rae
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65_RISK AND ISSUE MANAGEMENT
Risks and issues will be managed through effective elicitation and capture, frequent
review, establishing of clear actions, deadlines and owners and early escalation
where appropriate.
It is proposed that RAID Review sessions (covering Risks, Assumptions, Issues and
Dependencies) are carried out periodically among Fujitsu and POL project teams to
ensure logs are “living” documents. The RAID and associated plans will be
reviewed regularly, with actions raised and monitored, to enable appropriate and
containment and to provide the Programme Project Review Board with appropriate
updates.
Issues will be presented to the relevant Review Boards
either in line with the meeting schedule or as
and when they arise, depending on urgency and impact.
Logistics and specific roles and responsibilities will be discussed and agreed by
Fujitsu and POL teams. A process based on the generic Fujitsu approach to
administering Risks is recommended for use on this project and is provided in the
diagram below:
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2. Obtain Impact
Assessments OM)
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76_CONFIGURATION MANAGEMENT
All Fujitsu produced documentation will be version-controlled, distributed and
stored in accordance with Fujitsu standards:
+ Amember of the Fujitsu team will take the role of Configuration Librarian (CL),
acting as a single point of contact and assurance for:
© Document naming;
© Document storage;
© Document version control;
o Document distribution;
> Document status reporting.
+ The Fujitsu CL will liaise with a POL equivalent to ensure alignment of versions
and appropriate distribution of deliverables among staff;
+ Documents subject to configuration control include:
o PID;
0 Dependency and Assumptions CCD;
o Plans;
© Highlight Reports;
o All Solution Specifications (Requirements, Design, Test, Service etc.);
© And any other documentation deemed key to the success of the project.
+ The Fujitsu CL and Post Office equivalent shall agree how best to share
documents (separate shared drives, a joint shared drive hosted by Fujitsu,
hosted shared drive hosted by POL, email between two CLs etc.);
+ Baseline specifications of solution elements (such as the branch software, clerk
side hardware, enrolment station etc.) will be recorded. Any subsequent
changes (approved within the change control process) will be applied to those
specifications and version controlled, distributed and stored as appropriate.
(Formatted: Highlight i}
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87_CHANGE MANAGEMENT
fAction-+POL-{Raj Sudhir}-te-confi 4
p z a
The Fujitsu standard process for managing change is illustrated at summary level in
the diagram below.
A Change Control board will be required to meet at a frequency that will be
determined by volume of proposed changes and the project stage (likely to require
more frequent reviews during peak development periods). This board will review
any proposed scope changes, significant plan revisions/deviations and off-
specifications.
A well-established Change Control process exists between POL and Fujitsu for the
processing of requests within the Horizon environment. This process or a derivative
thereof is envisaged for the ongoing management of change during the life of the
contract.
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NB: the Project Issue may be
+ management Issue
+ a Change Request, or
+ an Off-Specification
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2. Raise an issue ite) J
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ra Obtain impact f
= -eas scsesoments —_//
4, Circulate Issues
for Review (PM)
5. Conduct Change
Control Review PM)
Issue Records
6. Escalate to Project
Board for decisions
S-4L.1__Project Change Control Procedure
The Change Control Procedure is a crucial mechanism that can affect the success or
failure of this project. This process is the primary vehicle for containing scope and
ensuring that management has the opportunity to make timely trade-offs between
the three key project variables of cost, time and scope. It is imperative that
potential changes are identified early, documented carefully, and resolved at the
appropriate levels of responsibility.
Changes are broadly defined as work activities or work products not originally
planned for as defined by this PID. More specifically, changes will include:
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+ Any deliverables not defined as “in scope” within this PID;
. Participation in activities not previously included in this PID’s list of work
products & activities (see section [ REF _Ref221522271 \r \h ]);
+ Provision or development of deliverables not included in this PID;
+ Achange in responsibilities, as defined in this PID between Fujitsu Services and
POL, including reallocation of project and customer staffing;
Any rework of completed activities or accepted deliverables;
Investigative work to determine the impact of major changes;
Assumptions not remaining valid;
Risks that actually occurred;
Delays (proposed or actual) to the agreed schedule slippage/advances
facilitated by early delivery;
+ Variances of actual work effort from estimated effort.
In order to manage change properly, the agreed Change Control Process as per the
existing POL/Fujitsu agreement will be used to identify record, assess, and approve
changes to the project. Fujitsu Services and POL will follow this process to classify,
prioritize, approve, or reject changes. Change requests need to be clearly defined,
including cost, resource and schedule implications, to allow Fujitsu Services and
POL management to make appropriate decisions. Fujitsu Services will always need
prior authorization and approval of expenditures by POL before starting work on
changes.
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98 TESTING
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Testing will be carried out in 2 key areas being Application Testing and
Infrastructure Testing.
948.1 Application Testing
Testing of the new POLSAP installation can be broken down into discreet areas for
the purposes of testing:
+ Integration-(interfaces)End to End Testing - interfaces;
+ Development proving:
o Unit Fransaction-Testing;
o End-to-End integrationSystem testing,
+ Application Processes:
o User Acceptance Testing (UAT).
+ Archive Testing.
POL has-expressed-2-preference-to-will carry out the User Acceptance testing of the
POLSAP application using their staff and test software. This will help to ensure that
POL retains a good understanding of the consolidated POLSAP system on
completion of the project.
The table below shows the areas of responsibility for each of the areas listed.
# Area Responsibility I Approach
1 I Integration-End I Fujitsu Fujitsu will ensure that all integration
to End Testing - points are tested and that all interfaces are
including working and connected to the appropriate
interfaces systems.
interfe
2 I Development I Fujitsu Throughout the SAP system development
proving (configuration) the Fujitsu Project Team
will be testing the business processes and
transactions.
Fujitsu will be developing the business
processes in conjunction with the POL
process experts/key users and will actively
involve these experts along with any POL
Testing/Training personnel in the
development proving. During this phase
Fujitsu will be conducting both Unit testing
and integration testing (including
interfaces). POL are expected to witness
sample areas of this testing to satisfy
themselves that it has been carried out.
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# [Area Responsibility I Approach
3 I Application POL POL will be responsible for carrying out the
Processes (UAT) Application User Acceptance Testing (UAT).
Fujitsu will support the testing phase
during the project and assist in the
development of a testing plan in line with
the overall project plan. During this phase
the UAT and integration tests will be
carried out. Fujitsu will re-examine the
POLSAP sizing calculations and confirm
that the infrastructure will support the new
application.
44 I Archive Testing I Fujitsu Fujitsu’s approach to Archive testing will
focus on the key requirements from the
archiving processes. Initially, the retrieval
of previously archived documents will be
tested. This will be performed from the
SARA transaction and using any archive
info structures to access individually
archived documents from the existing
POLFS archived data and migrated SAPADS
archive data.
Once successful retrieval is confirmed,
archiving itself will be tested by performing
test runs in the Dev and QA environments
and confirming archive file storage.
Retrieval will then be tested again. Upon
completion of successful test runs a “live”
archiving run will be performed in QA.
Test runs will then be performed in
Production ensuring storage is successful
before re-enabling standard live archiving
jobs.
9.28.2 _Infrastructure Testing
The Infrastructure installation has been broken down into discreet areas for testing
purposes:
+ Hardware;
+ GonnectivityOperational Acceptance.
The table below shows the areas of responsibility for each of the areas listed.
# I Area [Responsibility I Approach
1_I Hardware Fujitsu During the infrastructure installation
Fujitsu will carry out technical tests
to ensure that all hardware is
serviceable and to the standard
specified.
2 I GennectiityOperational I Fujitsu Fujitsu will test all connectivity of
Acceptance the hardware to the existing POL
estate, backup and restore, disaster
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[ recovery, and system maintenance.* I
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409TRAINING
The training approach detailed below applies to both Phase 1 and 2.
The Fujitsu approach is based on effective knowledge transition to and training of
the POL personnel involved in the project.
10,19. Train the Trainer
Fujitsu will take a ‘Train the Trainer’ approach in each of the SAP functional areas
and deliver training to POL designated trainers (subject matter experts) on the
application usage. Once trained, these trainers will then conduct all training for
POL end users and future trainers, and POL will take responsibility of planning and
delivering this end user training.
POL will take responsibility for:
+ The Training plan;
+ Carrying out end user training;
+ Office facilities e.g. classrooms and training infrastructure to enable hands-on
training;
+ Developing all End User course material.
Fujitsu will take responsibility for:
+ Making available a suitable SAP system to support the end user training plan for
Phase 1 and Phase 2;
+ Documentation to support ‘Train the Trainer’ activities.
(Formatted: Highlight )
(Formatted Fot: Rae }
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4410__ ACCEPTANCE OF DELIVERABLES
+ {Formatted: Highlight
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(Formatted: Fighight
( Formatted: Fighight
(Formatted: Fort tae
All of the completed deliverables identified in this PID will be formally submitted for
final review and approval. This section outlines the key components to this
acceptance process. Fujitsu Services and POL at the start of the project will
mutually agree to a more detailed acceptance procedure and specific acceptance
criteria. The key components are:
+ There will be only one person identified as the designated acceptor for each
deliverable;
+ The deliverables will include an acceptance form for signature;
+ Each deliverable will have clearly documented, objective acceptance criteria;
+ There will be a specified time-frame for acceptance/rejection of each
deliverable;
+ De ables will be deemed accepted if the review tim ‘ame is exceeded.
In order to avoid delays in the schedule and the associated increased cost due to
slow deliverable review, deliverables not reviewed and approved within the
specified review period will be considered accepted. /Sa/ie comment as eb0VE) (Formatted: Fight }
Feedback supplied after the review period will be evaluated as a change of scope.
The POLSAP application will undergo formal acceptance testing by POL. POL is
responsible for producing the acceptance test scripts and scenarios by 29th June
2003 to allow time for review and update prior to commencement of testing._This
date is provisional and is subject to confirmation at the Blueprint stage.
Details of specific deliverables and their timeline will be shown in the appropriate
Stage Plan.
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4211__DATA MIGRATION
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To deliver the project it will be necessary to migrate data from existing legacy
systems (Cashman, Budman, CMS, Transtrack), SAPADS and POL-FS into the
POLSAP Rationalisation system._It is understood that this is a Fujitsu responsibility.
Prior to this data migration it will be necessary for POL to carry out data cleansing
‘so that only correct data is migrated. Of particular note is the large amount of
open-item historical data in POL-FS (circa 5 million transactions) which should be
cleansed and archived before migration.
In order to ensure success of the data migration it is recommended that POL
undertake the following:
+ Appoint a Data Migration manager to ensure the completion of data cleansing;
+ Close all open-items where possible in the SAPADS and POL-FS systems to
minimise the amount of data to be migrated during cutover;
POL will take responsibility for the accuracy and quality of the data supplied to
Fujitsu for migration. Fujitsu will define the quality criteria required to enable
successful migration. This will clarify the standards to enable POL to successfully
cleanse the data.
Historical transaction data (closed items) will not be migrated except the data held
for Flexible Planning._So that closed items are not lost, prior to migration the
archive routines will be executed to ensure that this data is archived.
Fujitsu will take responsibility for the migration of the following SAP data from
SAPADS and POL-FS:
Target Load
Data Type _I Description Sequence
Master Data _I Customer Master First Load
Vendor Master First Load
Material / Article Master First Load
Purchasing Info Records Second load
Source Lists Second load
Open Items _I Opening Balance (incl. AR/AP) Third Load
Open Sales Orders Third Load
Open Purchase Orders Third Load
Opening Inventory Third Load
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General Ledger Third Load
Cost Centres / Assignments Third Load
Output Load and assign output documents I Third Load
Manual entry of any master data that is needed to be migrated from legacy
systems (Cashman, Budman, CMS, Transtrack) will be carried out by POL personnel
with Fujitsu guidance.
At present the IXOS data archiving is excluded from the scope of data migration.
However, it is understood by Fujitsu that this is a fundamental part of the POLSAP
Project and cannot be completed without it. Therefore, it is recommended that an
Archiving Strategy is undertaken as part of the Blueprint Phase to define how
migration of archive data will be achieved.
Fujitsu will make use of the SAP LSMW (Legacy Systems Migration Workbench) for
data loads., In addition, POL areis looking into the use of Datanomics for data
Cleansing.
POLSAP General Ledger Accounts will be mapped to the existing General Ledger
accounts in POL-FS as part of the analysis phase and the migration requirements
and approach determined as part of the analysis. It has been confirmed that for
migration purposes transactions currently sitting on POL-FS will use the conversion
rate in POLF-FS and those sitting on SAPADS will use the conversion rate in
SAPADS. It is-assumed that any currency conversion rates would be derived from
POLFS-and- net SAPADS-
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4312__ TRANSITION FROM PROJECT TO LIVE SERVICE
~~ [ Formatted: Highlight i}
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Once the design is complete the Service Readiness Review process will commence
coordinating all activities from the Project and the Stakeholders to ensure the new
service moves smoothly from development, through acceptance into Live Service.
The review will ensure that the project includes ‘non-technical’ tasks such as user
training, work instructions, user-community communication and business process
re-engineering.
Fujitsu will engage a service transition manager early in the project who will be
responsible for identifying the products and services required for transition to live
service. They will also be responsible for ensuring that the project delivers all the
required products and services to enable smooth and successful transition into
ongoing support. The primary tasks of the Service Transition Manager will be:
: Planning and management of the activities required for Service Introduction:
Service Descriptions, Operation Level Agreements and underpinning
contracts with 3rd parties;
Training of Core support teams and relevant 3rd parties to enable support of
the solution;,
Recruitment of the incremental staff identified as part of the proposal;,
> Business Continuity Planning;,
o Security Operations.,
+ Providing an assurance role that the solution meets the ongoing service costs
identified in the proposal, identifying discrepancies and escalating as
appropriate;
+ Working with the Applications & Infrastructure Project Managers to identify
what deliverables are needed by the support team,
Managing the Service Readin view process within the inti,
+ Chairing discussions on Service.>
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Transition to live is-required-to-fitin-with-2-POl-financiat-_period-and-will be planned
to coincide with an agreed financial cycle, where appropriate. A service outage will
be required and Fujitsu and POL will coordinate their respective teams and users to
accommodate this.
Although Iive parallel running of the new and old systems will not be possible, the
POL-FS and SAPADS systems will remain in situ to enable regression should go live
be unsuccessful. It is expected that rehearsals of the live migration process will be
held in advance of the go live weekend to prove the process and resolve any
problems. A detailed migration and regression plan will be produced to manage
this process.
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4413__TUPE
The TUPE of existing Steria staff to Fujitsu may be required. However, as the
detailed information as to how, who, when, and where was not known at the time
of producing this document this will be managed through change control and all
I costs of this have been excluded (Formatted: Highlight i}
(Formatted: Fort tae J
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4514__PROJECT CLOSURE
Project closure will be achieved once the outputs /Pau/Gi/) Should this refer %
faeerpese (products) have been accepted, the service is live and the support
model operationally established. The completion of implementation of Phase 2 of
the POLSAP System will constitute the end of the project. Therefore once Fujitsu's
Support function is successfully supporting the new system project closure can
commence.
Fujitsu will produce the documentation referenced in the diagram below, with
mee from POL staff. iBau/Giyn is t correct that we would support In preparing
1. Decommision the Acceptance
Project PM) Records
2. Produce the
Project Closure Project Closure /
Report PM) Report
3. Produce the
protect Coeur lan Lessons Learned Lessons Leamed /
Sete Report PM)
4. Identity future C5
Gretel cypertasies /
Opportunities (PM)
I
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4615 GOVERNANCE
16.115.1 Fujitsu Governance Body
[ SHAPE \* MERGEFORMAT ]
The following are the Fujitsu meetings used to govern the SAP Consolidation
Project.
Project Board - Monthly
Attendees: Project Board Members
+ Steer and give direction to the Project.
+ Monitor progress of Project, provide steers to Project Manager to address issues
+ Escalation point for Project issues, risks, change requests, conflicts etc.
+ Achievement of business benefits.
. Delivery of the Project into Business Units.
+ Business Wide Communications.
+ Ratification of key Project decisions made by Project Manager.
46.315.3Management Team Meetings — Monthly
Attendees: Programme Manager, Project Managers, and PCO.
+ Communication of any Project updates.
+ Review financial progress against forecast.
+ Review risks and issues, and identify mitigation.
16,415.4Management Team Meetings - Weekly
Attendees: Project Manager, Team Leaders and PCO.
+ Communication of any Project updates.
+ Review progress against plan.
+ Discuss and resolve risks and issues, or identify mitigation.
46.515.5Technical Team Meetings - Weekly
Attendees: Team Leaders, Technical Team members as needed, PMO, and Project
Manager if required.
+ To review technical deliverables against technical team plans and Project plans.
+ Highlight risks and issues and identify mitigation.
. Understand any cross area dependencies.
+ Resolve queries in an open forum.
46.615.6Client Meetings
It is the intention that the Fujitsu project team will fit in with POL's expected
governance model. As such it is anticipated that Fujitsu attendance will be required
at the following meetings:
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466-115.6.1 _ Monthly Project Board
Attendees: POL Project Board members plus; Fujitsu Programme Manager, and/or
other Fujitsu Project Managers staff by invitation as and when required.
16,6.215.6.2 Weekly Management Team Meeting
Attendees: POL Project Management Team, Fujitsu Project Managers, and Fujitsu
Programme Manager as and when required.
15.6.3 Monthly Supplier Board + — (Formatted: Bullets and Numbering
Attendees: POL Project Board members plus Fujitsu Programme Manager and/or
other Fujitsu staff by invitation as and when required. This should involve a QA
Review with the IT Roadmap manager and strategy programme director.
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4716 REPORTING
Font tae
u reports used to manage and report progress of the
(Formatted: Fighiht }
(Formatted on: Rae 4
The following are the Fuji
SAP Consolidation Project.
47.416.1 Project Plan
This shows overall deliverables, milestones, owners, dependencies and timescales
for the Project and it is updated weekly as a minimum.
he PCO will support the Fujitsu Project Manager by updating the Project plan
Ultimate responsibility for delivery of plan (Formatted: Highlight }
P ject Board. LAssume ths tbe rou eric (Formatted: Highlight }
17.216.2Technical Team Plans
This shows overall deliverables, milestones, owners, dependencies and timescales
for the relevant team and is updated weekly as a minimum.
+ The Technical Team Leaders may support their project manager by updating the
Technical Team plans. Ultimate responsibility for delivery of plan products will
lie with the Project Board.
47.316.3Risks, Issues, Assumptions and Dependencies
There will be an overall log at Project level, plus individual logs for each team where
required. These will show risks, issues, assumptions and dependencies that require
the attention of the Project or Technical Team.
+ The PMO will co-ordinate the management of risks & issues at Project level. ~~ { Formatted: Indert: Hanging: 0.71 em, Bulleted + Level: 1 +
Ultimate responsibility for mitigation of risks and issues will lie with the Fujitsu blared nO ca Indes O cm
Project Manager and/or Programme Manager depending on the type and
severity of the risk.
+ The focus on risks and issues will be those impacting critical success factors of
the business and/or the whole Project.
+ There will be a minimum weekly review, at team meeting level and escalation
will be via the Project Manager then the Project Board.
47-416.4Document Review Log
All relevant documents will be subject to formal review procedures leading to
authorisation, sign off and baselining. Documents will be issued for review,
agreement and sign off. The PCO will maintain a quality review log and ensure
adherence to document standards. All relevant documents will be controlled and
stored on the team drive.
417.516.5Change Log coerce Ge J
_/ (Formatted: Body Text J
LAssume this refers to Fujitsu PMs and not Paul? Ifso, should be clarified.), ~_—[Formatted: Highlight J
The Project Managers with support from the PCO will maintain the change log, (Formatted: Highlight }
which will show details of all changes raised that affect the Project. The Project (Formatted: Font: Italic B]
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Manager will co-ordinate impact assessments for each change and ensure
authorisation to proceed is obtained before any change is progressed. The Project
Manager will be responsible for accepting changes to the Project.
47.616.6Finance Monitoring
Fujitsu will use its internal time recording and finance system (OPA) for financial
monitoring, reporting, budgeting, and forecasting according to Fujitsu P&PM
standards. A monthly invoice will be issued to POL with an extract from the Fujitsu
time booking system to provide detailed information to support the invoice.
17.716.7Technical Team ight Report - Weekly
_-{Fenmatted:Hghight )
The Fujitsu Project Manager will produce a technical team highlight report to issue (Formatted: Highlight )
to POL. This will include details of activities completed, planned, risks, issues and a (Formatted: Fort tale 3]
milestone update. These will be used as basis for the Project Highlight Report,
which will be compiled by the POL PMO and submitted onward for central reporting
within POL.
17.816.8Project Highlight Report - Weekly
The Fujitsu Project Manager will produce a Project Highlight Report to show
Activities completed in the week, activities for the next week, financial progress,
and Issues. This report will be issued to the Fujitsu Programme Manager for weekly
review.
16.9 POL Reporting Requirements + [ Formatted: Heading 22 Heading Nonbeed 28.38
POL havehas internal reporting requirements which Fujitsu will be required to SER ahh ee ae
provide input to: » (Formatted: Font: (Oefauit) Bodon Poster, 12 pt }
+A weekly highlight report; ~\{ Formatted: Indent: Let: Oem, Hanging: 0.71 em, aud)
+ A monthly QA Review with the IT Roadmap Programme Leadership team; X\, [levels 1 + Aligned at;_O.cm + Indentat: O.om
*{ Formatted: Bullets and Numbering
In addition, there may be ad hoc reporting requests as the project progresses
through its lifecycle.
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4817__ FINANCES
<\__-( Formatted: Highlight
(Formatted: Highlight
.\\ (Formatted: Body Text
(Formatted: Highlight
)
)
)
The POLSAP Consolidation-Project will be contracted on a Time & Materials basis, _~ \ Formatted: Highlight {
invoiced monthly in arrears. At the end of the Blueprint phase POL have the Option \ ormated Hghght 5
of changing to a Fixed Price arrangement and Fujitsu will provide a quotation as \ ro Taare ;
part of this milestone. The following table estimates the expenditure against key py romanian Fort
project milestones (excludes VAT) and is based on the figures from the Fujitsu \ (Formatted: Fot: (Default) MS Reference Sans Ser 11 pt_)
proposal: Fujitsu Response to Post Office for SAP Rationalisation, version 3.8, (Formatted: Normal )
November 2008, Price assumes dependencies are delivered to schedule and \[ Formatted: Font: (Default) MS Reference Sans Serf, 11 pt,
assumptions detailed in document SAP/PGM/DEP/0001 are correct. Wa Con. coor Ate Enh (United Yonom), Check speling end I
Milestone Date Estimated Expenditure \ {eames Reston) chet I
Phase 1 Blueprint Complete 15-05-09 I £ 759K [Action FIs seeling and grammar
provide further Formatted: Font: (Default) MS Reference Sans Serf, £1 pt, I
Not Bol, Fort color: Auto, English (Unted Kingdom), Check
information-regarding speling and grammer
Phase 1 Infrastructure installed 23-06-09 I £1,617K (Comat Fort (Oefst) Referee Ses Serf, 11 t_)
Phase 1 Development Complete 23-06-09 I £ 307K
Phase 1 Acceptance Testing Complete I 13-08-09 I £ 320K
Phase 1 POLSAP Live 134-09-09_I£ 320K
Phase_2 Blueprint Complete 42-11-09 I £-113K
Phase 2 Development Complete 04-12-09 I £ 224136220K
Phase 2 Acceptance Testing Complete 26-02-10 £ 340K
Phase 2 POLSAP Live 145-03-10_I£ 114K
Total £4,003K
Live support will start has soon as Phase 1 has been accepted into service which is
scheduled to commence 145" September. The estimated (to be confirmed at the
end of the blueprint stage) fixed price charges for this ongoing support are shown
in the table below:
Year I Year I Year I Year I Year I Year
‘On Going Services (EK) I 2(£K) I 3(£K) I 4(8K) I 5(£K) I 6(€K) I Total
Data Centre Services &
Technical Support 107 I 636 I 617 I597 I578 I 470 I £3,005K
SAP Application Support &
Maintenance 105 [615 I543 I554 I 565 I 480 I £2,862K
SAP Basis & XI Support &
Maintenance 61__I 323 I 263 I 268 I 274 I 225 I £1,414K
Total I £7,281K
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4918 HIGH LEVEL PLAN
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[Paulin assume this section isto be updated following meetings this week], ~ (Formatted: Highlight
The following is a high level view of the project schedule (Level 0). Detailed (Formatted: Body Tex
workstream schedules will be maintained and monitored in more detail. (Formatted: Font: Italic
[ SHAPE \* MERGEFORMAT ]
The attached is the high level project schedule (Level 1), which will be used by
Fujitsu and POL to monitor progress against milestones:
D:\PROFILES\ —_D:\PROFILES\
thorpemiMy DocumerthorpemiMy Documer
pia DOL weeeuis baseline with F:
This is currently under review with POL and approval of this PID will constitute the
approval of the plan as the baseline.
Note that this is based on the plan presented in the SAP Consolidation Proposal and
does not include the infrastructure element of the project. The infrastructure
activities will be added as soon as agreement is reached on the approach to be
taken.
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2919 TIMESCALES
—__—_LPaul/Giyn assume this section to be updated following meetings this week. I, ~ (Formatted: Hishight }
The project duration (excluding service operation) is planned for 16 months. (Formatted: Body Text }
(Formatted: Font: Itc }
These are pre-initiation, high level estimated timescales, which will be refined when
the supplier plans have been reviewed and accepted. However, Fujitsu fully
understand the constraints that POL is working under and the project team will be
striving to hit the Phase 1 go live date of the 134" September.
Activity [ ‘Start Finish
Initiation
Supplier Decision 09/01/09 09/01/09
Provisional Contract Offer to Supplier 12/01/09 I 12/01/09
Approved Business Case 02/01/09 I 02/01/09
Approved PID 12/01/09 06/02/09
Approved Business Case 16/01/09 23/02/09
Phase 1
As Is & To Be 13/01/09 I 11/03/09
Application Testing 16/04/09 11/09/09
To Be Workshops Completed 22/04/09 cd
Blueprint Documented 29/04/09 °
Data Migration Strategy Documented 29/04/09 cy
Fixed Price Quotation Issued to POL 31/05/09 ¢
Integration Testing 27/07/09 10/07/09
User Acceptance Testing 22/06/09 I 13/08/09
Performance Testing 24/08/09 02/09/09
Training 15/06/09 09/09/09
Service Transition 27/07/09 13/09/09
Implementation into Production 26/08/09 13/09/09
Phase 1 Live 134/09/09
Phase 2
As Is & To Be 22/09/09 12/11/09
Blueprint Documented 12/11/09 c2
Data Migration Strategy Documented 05/11/09 kc
XI Scanner Development 06/11/09 22/12/09
Application Testing 06/11/09 I 11/03/10
Integration Testing 23/12/09 I 03/02/10
User Acceptance Testing 04/02/10 23/02/10
Training 05/01/10 08/03/10
Phase 2 Live 145/03/10
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2420 KEY RISKS
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(Formatted: Body Text
A log of Risks and Issues will be managed throughout the project. This will be (Formatted: Font: Italie
maintained by the Fujitsu Project Management Team and reviewed periodically with
the Post Office project team.
Key risks for particular note at this stage are described below: + — (Formatted: Normal
. =
Ref Risk Description Containment Owner =I —~{ Formatted Table
The stored and the planned go live
reported POL is considering the
financial cael diced 'S I possibility of going
PIDR1 information may 350th September jive 27th September, I POL
be impacted f which is a financial
middle of a financial .
during period period end.
migration. J
POL to review
cSC/Steria contracts
to assist in securin
information.
Fujitsu require a Fujitsu to assist POL
7 number of by supplying an early
Fujitsu are. deliverables from draft of the Transition
unable to obtain
PIDR2 I information
from
‘Steria/CSC.
Steria/CSC in order to I Plan to facilitate the POL /
achieve the delivery I Termination Notice to I Fujitsu
dates, e.g. copies of I CSC/Steria to activate
relevant software for I Exit provisions.POLte
development. putin-place-an-exit
agreement-with Steria
that-wilLenable
Fujitsu to obtain
information.
There is a lack of
Data migration cisrity on amount of I Fujitsu and POL to
effort will be
data to be migrated I engage migration POL /
mp psscen all and impact of new _I teams early in the Fujitsu
more complex. en process project schedule.
HNG-POL will POL to assess and
agree impact and
not allow any I The HNG-x Se eae ene
‘ phleriies with HIN,
change to the Programme is in the Management and
r" Management and
data centre as _I process of building
this will impact I the new HNG system I “@eP them informed
PIDR4 Me g of project POL
HNG timelines, in the data centre
ive. unable to I which may prevent —_I BEOaESS:Assess-and
deploy kit into I POLSAP a
HNG Data implementation. Pie celta
Centre. percha forpenl
informed-of project
Filename: [ FILENAME ] Page 37 of 38
Reference: SAP/PGM/PID/0001 Date: Sth Febmuary2nd March 2009
POL-BSFF-0223736_0036
SAP Consolidation Project
Project Initiation Document
pF
Fujitsu
The new POL IThe combination of I Undertake H .
the Il IPOL-FS and SAPADS I Peformance testing I Fi-to
PDAS system will POL-FS and SAPADS 254 Upgrade the review
Not perform as I will cause infrastructure if inclusion
required. performance issues. I oaired, ofthis
Fist
Filename: [ FILENAME ]
Reference: SAP/PGM/PID/0001
Page 38 of 38
Date: 5th Febrary2nd March 2009
POL00397066
POL00397066
POL-BSFF-0223736_0037