enterprise resource planning (erp) project policies and...

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Enterprise Resource Planning (ERP) Project

Policies and Standards

Draft (v6)

January 2003

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Table of Contents:

Table of Figures: ............................................................................................................................. 4 1. Introduction ............................................................................................................................. 5 2. Project Organizational Structure ............................................................................................. 6

2.1 Overview........................................................................................................................ 6 2.2 Roles and Responsibilities ............................................................................................. 8

2.2.1 Sponsor Committee ........................................................................................................ 8 2.2.2 Stakeholder Committee .................................................................................................. 8 2.2.3 Project Director .............................................................................................................. 9 2.2.4 Project Management Office............................................................................................ 9 2.2.5 Advisory User Councils ................................................................................................. 9 2.2.6 Functional Group Leaders .............................................................................................. 9 2.2.6 Cross-Functional Group Leader ................................................................................... 10 2.2.7 Matrix Organization ..................................................................................................... 10

3. Project Work Policies ............................................................................................................ 12 3.1 Ground Rules ............................................................................................................... 12 3.2 Employee Entry and Exit Procedures .......................................................................... 12

3.2.1 Entry Procedures .......................................................................................................... 12 3.2.2 Exit Procedures............................................................................................................. 13

3.3 Attire ............................................................................................................................ 13 3.4 Mentoring New Team Members .................................................................................. 13 3.5 Workweek ..................................................................................................................... 13 3.6 Holidays ....................................................................................................................... 14 3.7 Absences and Vacation Requests ..................................................................................... 14 3.8 Telephone, Email, and PC Procedures......................................................................... 14 3.9 Office Supplies............................................................................................................. 15 3.10 AV equipment .............................................................................................................. 15 3.11 Meeting Procedures...................................................................................................... 15

4. Tracking Hours Worked ........................................................................................................ 15 4.1 Introduction.................................................................................................................. 15 4.2 Timing and Delivery .................................................................................................... 15

5. Project Communications ....................................................................................................... 16 5.1 Introduction.................................................................................................................. 16 5.2 Status Reporting........................................................................................................... 17

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5.2.1 Group Status Report ................................................................................................ 17 5.2.3 Individual Team Member Status Report.................................................................. 18

5.3 Agendas and Minutes................................................................................................... 19 5.3.2 Sponsor Committee Meetings ...................................................................................... 19 5.3.2 Stakeholder Committee Meetings ................................................................................ 19 5.3.3 Group Meetings ....................................................................................................... 19 5.3.4 Group Lead Meetings .............................................................................................. 19

6. Documentation Guidelines .................................................................................................... 20 6.1 Introduction.................................................................................................................. 20 6.2 Formats ........................................................................................................................ 20 6.3 Creation, Review and Approval................................................................................... 20 6.4 Management and Retention ......................................................................................... 20

6.4.1 Introduction ............................................................................................................. 20 6.4.2 Document Access and Security ............................................................................... 20 6.4.3 Document Retention ................................................................................................ 21

7. Standard Project Toolkit........................................................................................................ 21 8. Issue Management ................................................................................................................. 22

8.1 Introduction.................................................................................................................. 22 8.2 Issue Management........................................................................................................ 22

9. Scope Management ............................................................................................................... 22 Appendix A: Entry and Exit Procedures ....................................................................................... 24

A.1 Confidentiality Policy and Login Security Policy .............................................................. 24 A.2 Entry Checklist ................................................................................................................... 24 A.3 Exit Checklist ..................................................................................................................... 24

Appendix B: Detailed Roles and Responsibilities......................................................................... 24 B.1 Responsibilities ............................................................................................................ 24

B.1.1 Project Management Office ......................................................................................... 24 B.1.2 Integration Architecture and Management .................................................................. 24 B.1.3 Information Technology Group ................................................................................... 24 B.1.4 Communications Group Management ......................................................................... 25 B.1.5 Process and Standards Group ...................................................................................... 25 B.1.6 Financials Functional Group........................................................................................ 25 B.1.7 Human Resource Functional Group............................................................................. 25 B.1.8 Student Administration Functional Group................................................................... 25 B.1.9 Portal Functional Group............................................................................................... 25

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B.1.10 Enterprise Productivity Management (EPM) Functional Group ............................... 25

Table of Figures: Figure 1: ERP Context

Figure 2: ERP Project Organization

Figure 3: ERP Matrix Organization

Figure 4: Weekly Schedule of Internal Communications

Figure 5: Internal Communication Roles and Responsibilities

Figure 6: Status Report Coding Scheme

Figure 7: Status Risk Category Definitions

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1. Introduction The purpose of Policies and Standards is to ensure consistency, quality and integrity in the project work across all groups by providing the team with commonly held policies and standards. All team members are expected to comply with and support the Policies and Standards.

Approval for any exceptions to these procedures must be obtained from the Project Director in advance. Requests of this nature must be submitted in writing.

All participants assigned to the project are required to review the Policies and Standards.

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2. Project Organizational Structure

2.1 Overview The project structure focuses on cross-organizational teams and has been designed to promote a collaborative working environment. Selected definitions for the groups depicted below are presented in following sections.

Figure 1: ERP Context

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Figure 2: ERP Project Organization

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2.2 Roles and Responsibilities To ensure the success of the project, the project team members will support the University ERP project implementation in a number of ways:

• Support the achievement of overall project objectives.

• Work as a team and support team members as appropriate.

• Manage and perform all activities associated with project implementation.

• Ensure deliverables are accurate and delivered in a timely manner.

• Execute, coordinate, and manage as appropriate all processes in accordance with the project standards.

General roles and responsibilities are defined below. Detailed roles and responsibilities are outlined for each functional or cross-functional team in Appendix B.

2.2.1 Sponsor Committee The key responsibilities of the Sponsor Committee are to support the ERP process at the highest administrative level in the following manner:

• Allocate and develop resources.

• Support the Stakeholder Committee.

• Resolve disputes.

• Evaluate priorities.

• Review progress.

• Monitor transition of full University community.

2.2.2 Stakeholder Committee The key responsibilities of the Stakeholder Committee are:

• Act as the steering group for the ERP project.

• Guide the implementation via critical decision making and broad directional visioning.

• Formulate strategies that will ensure the ERP installation is on time.

• Formulate strategies that will ensure the ERP installation will serve the requirements of the University.

• Evaluate and recommend business process redesign to afford the university the most efficient, effective and economical business practices.

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2.2.3 Project Director • Manage the contractual relationship between University and third parties.

• Manage the project budget and create financial reports.

• Manage communications with to Stakeholder Committee and Sponsor Committee.

• Coordinate the change management process associated with the system implementation, including training and organizational/business process change.

2.2.4 Project Management Office The responsibilities of the Project Management Office are:

• Assist the Project Director in managing the daily operations of the project team including project coordination, tracking deliverables and administration.

• Create project status and direction.

• Provides guidance in the development of project staff teambuilding/retention approaches.

• Oversee issue management as described in Issue Management.

• Oversee scope management as described in Scope Management.

• Coordinate group project plans and admistrate overall project plan.

2.2.5 Advisory User Councils The responsibilities of the Advisory User Councils are:

• Provide advice and recommendations to the ERP team through the functional and cross-functional groups.

• Meet regularly with ERP staff for training and discussion.

• Answer questions about ERP and PeopleSoft within and across departments as necessary.

• Solicit advice and comments from the university’s user community.

• Provide other services to the ERP team in accordance with the Advisory User Council Charter.

2.2.6 Functional Group Leaders See Appendix B for specific details associated with the functional groups. Functional groups include: Finances, Human Resources, Student Administration, Enterprise Performance Management (EPM), and Portal.

The responsibilities of the functional team leaders include:

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• Manage the project plan for the relevant functional team.

• Ensure staff accomplishes project goals. Raises staff availability issues as appropriate.

• Identify, design and propose business processes, policies and organizational changes as necessary.

• Initiate and participate in issue management processes.

• Initiate and participate in scope management processes.

• Coordinate identification and review of business processes with the appropriate Functional Advisory Committee.

In addition to the University of Florida functional group lead, there will be a consultant lead who will serve as the functional expert for the PeopleSoft modules being implemented by the group. The University of Florida functional group lead will work closely with this consultant lead to achieve project success.

2.2.6 Cross-Functional Group Leader See Appendix B for specific details associated with the cross-functional groups. The cross-functional groups include: Project Management Office, Processes and Standards, Communications, Integration Architecture and Management, and Information Technology.

The responsibilities of the Cross-Functional group include a focus within the group and across all other ERP project groups. Responsibilities are

• Ensure staff meets project goals within group.

• Coordinate with other groups to assist them with staffing issues.

• Serve as the project wide resource for the ERP team.

• Identify, design and propose business processes, policies and organizational changes as necessary.

• Initiate and participate in issue management processes.

• Initiate and participate in scope management processes.

• Coordinate identification and review of business processes with the appropriate Advisory User Committee(s).

• Coordinate with other ERP groups to assist them with additional issues.

2.2.7 Matrix Organization The functional and cross-functional groups operate in a matrix organization as shown in Figure 3. Functional groups have primary responsibility for implementation of specific business functionality. Cross-functional groups have

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primary responsibility for providing services to the functional groups that are uniform and integrated across the entire project.

For example, the Communications Group has responsibilities involving project communication, user training and support. The Finance Group works with the Communications Group to develop communication plans for roll-out, to keep stakeholders and users informed regarding the progress of the work, to develop end-user training and support plans.

As a second example, the Portal Group has primary responsibilities for developing and administering the portal and portal services. They work with the Project Management Office on resource, priority and strategy issues, with Process and Standards to insure the work is done in a manner consistent with the work of the rest of the project, with Communications on the work described previously, with Integration Architecture and Management on design and implementation of single sign-on, and with the IT Group to insure that enterprise infrastructure is appropriate for portal functionality.

All groups work with a common goal – to insure that the ERP implementation provides a cost-effective and improved set of business processes for the University of Florida.

Figure 3: ERP Matrix Organization

Matrix Organization Draft January 2003 Finance HR Student Portal EPM

Project Mgt. Office

Processes & Standards

Communications

Integration Architecture and Mgt.

Information Technology

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3. Project Work Policies

3.1 Ground Rules • In general, your job is at Union Station.

• We work for the ERP project. We are part of the ERP team.

• Start things on time.

• Treat all participants with respect including employees, students, OPS, consultants, other Union Station tenants, employees of the Union Station management company (McGurn), etc..

• University employees have to know how to do the work (and be willing to roll up their sleeves.)

• Rescue each other.

• Teamwork, teamwork, teamwork.

• Speak well of the project outside the team (but tell the truth.)

• Respect each other’s space.

• Be flexible.

• Listen.

• Trust each other - no sacred cows.

• Think creatively, consider alternatives

• Speak up early and often, voice your ideas, comments and doubts. All viewpoints are encouraged.

• Question things openly and respectfully with each other.

• Strive for consensus but be willing to compromise and support the decision when it has been made.

• Disagreement about work is not a disagreement about the person therefore critique work fairly, resolve it and communicate a common message.

• Respect meetings, leave phones and pagers in silent mode.

3.2 Employee Entry and Exit Procedures

3.2.1 Entry Procedures • Confidentiality Policy and Login Security: All project team

members must read, sign and comply with the policy in Appendix A regarding access to University of Florida information. This memo is designed to ensure that confidential information (i.e., social security

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number, salary history, employee health information, strategic information, patient information) is protected from unauthorized disclosure, manipulation, or destruction. Failure to read and to comply with this policy may result in exclusion from the project team. A signed copy of this document must be submitted to the Project Office for retention.

• Team member entry checklist: Complete the checklist in Appendix A when a new person is hired into the ERP Team. Note that this checklist has sections for University of Florida direct hires and sections for consultant or third party provided team members.

3.2.2 Exit Procedures • Team member exit checklist: Complete the checklist in Appendix A

when an ERP team member separates from the team. Note that this checklist has sections for University of Florida employees and sections for consultant or third party provided team members.

3.3 Attire Business casual attire is appropriate for the work site. Attire shall comply with relevant guidelines.

• Preferred: khakis, collared shirts, golf shirts, and dresses for example.

• Not Appropriate: shorts, T-shirts, tank tops, and sweats for example.

For any business conducted away from the immediate work site (i.e., meetings, campus visits to user groups) preferred business attire is appropriate.

3.4 Mentoring New Team Members New team members will be assigned a Mentor. The Mentor will be responsible for acclimating the new team member to the project. This includes:

• Ensuring that the new team member is properly oriented to the locale and University’s organizational unit sites, and understands the University’s business strategies and the objective of the project.

• Discussing project policies and procedures.

• Introducing the new team member to appropriate personnel (i.e., project office, other team members).

3.5 Workweek The standard workweek is Monday through Thursday from 7:00 A. M. until 6:00 P. M.. As necessary, other days and hours may be requested to meet project goals and deadlines.

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3.6 Holidays USPS and TEAMS employees are eligible for nine paid holidays each year. All full-time TEAMS and USPS employees earn eight hours of holiday pay as long as they are in pay status for a reasonable portion of their last regularly scheduled workday before the holiday. (Your supervisor determines what is a reasonable portion of the workday.) Part-time employees are entitled to holiday time in proportion to their FTE. Consult the website www.hr.ufl.edu for the most current holiday policies.

Below are the scheduled holidays for 2003 to be observed by the University of Florida and the ERP team. Consult the website www.hr.ufl.edu for the most current list of holidays.

• New Year's Day, Wednesday, January 1

• Martin Luther King, Jr.'s Birthday, Monday, January 20

• Memorial Day, Monday, May 26

• Independence Day, Friday, July 4

• Labor Day, Monday, September 1

• Veterans Day, Tuesday, November 11

• Thanksgiving Holiday, Thursday and Friday, November 27 and 28

• Christmas Day, Thursday, December 25

3.7 Absences and Vacation Requests All requests for annual leave should be submitted by the employee to the appropriate supervisor as far in advance as possible, with annual leave being taken only after approval has been received. Approval of the dates on which an employee wishes to take annual leave shall be at the discretion of the supervisor. In unusual or unavoidable situations, your supervisor may require you to take a portion of your annual leave at a specified time. Consult the website www.hr.ufl.edu for the most current University of Florida policy regarding absences and vacations.

The Project Office will maintain a consolidated calendar and update as requests are approved. The location of the project calendar will be communicated at a later date.

3.8 Telephone, Email, and PC Procedures To arrange telephone, Email and PC setup, see Technical Support.

A Project Team Roster will be maintained on the shared drive and the web site. The standard electronic mail application is Microsoft Outlook and Microsoft Exchange Server. Contact Technical Support to obtain appropriate computer access.

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3.9 Office Supplies Office supplies are located in the supply closet. Additional or special supplies should be ordered via the Supply Request Form located on the supply closet door.

3.10 AV equipment If you need to schedule audio/visual equipment (e.g., LCD projector), do so through Microsoft Outlook. Direct questions on this subject to Technical Support.

3.11 Meeting Procedures Meetings and conference room assignments should be scheduled through Microsoft Outlook and Microsoft Exchange Server. Meeting participants should also be scheduled for meetings via Outlook and Exchange. Direct questions to Technical Support. Resource conflicts will be settled by the Project Management Office.

4. Tracking Hours Worked

4.1 Introduction It is imperative that each team member track the actual number of hours worked by task.

• Hours are to be tracked daily and reported weekly.

• Hours are to be recorded in half hour increments.

• All hours documented for ERP Project Management purposes should be documented using the project time tracking tool and will be transferred into Microsoft Project.

Personnel who submit time cards or time sheets must complete the appropriate forms to reflect the actual hours worked. These forms will be signed by appropriate Group Leads and forwarded to the Project Director.

4.2 Timing and Delivery • Time sheets must be recorded no later than noon on Thursday.

• The Project Management Office will distribute copies of the updated weekly tasks as defined by the project plan Thursday afternoon.

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5. Project Communications

5.1 Introduction Throughout the project, it is imperative that the project team communicate effectively both internally and externally. Toward this objective, communications procedures have been established. Internal communication standards are addressed in this section.

Figure 4: Weekly Schedule of Internal Communication

MON TUES WED Thursday

Group Status Reports by 10 A.M.

9 A.M.: Project Management Office Meeting

9 A.M.: Project Management Office Meeting

Noon: Groups complete time sheets

4 PM: Project Management Office distributes task list

Figure 5: Internal Communication Roles and Responsibilities

Responsibility Action

Project Management Office

• Prepare Project Status Report

• Communicate fully to Group Leads and all Team Members.

• Facilitate an environment of clear and open communication for the entire Project Team

• Hold regular Project Management Office meetings. Create and distribute agenda prior to meeting commencement. When appropriate, a standard agenda may be used and provided via shared drive.

• As necessary, provide representation to Group Lead meetings.

• As necessary, provide representation to Advisory User Council meetings.

Group Leader • Complete weekly Group Status Report.

• Compare time reports with Project Plan to identify variances, potential problems and remedial action.

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Responsibility Action

• Communicate fully to group members. Facilitate an environment of clear and open communication among Functional Group Members and across Functional Groups.

• Attend Group Lead meetings.

• Attend Advisory User Council meetings. Coordinate preparation and distribution of minutes.

• Hold Functional Group meetings. Create and distribute agenda prior to meeting commencement

Team Members • Complete project tasks and meet project goals.

• Record time accurately and according to stated policies.

• Complete status report as necessary

• Communicate fully with team members, group leads and Project Management Office.

5.2 Status Reporting

5.2.1 Group Status Report Purpose and Content Timing and Delivery

The Functional or Cross-Functional Group Status Report includes:

• Summary of group status.

• Weekly accomplishments.

• Next week’s planned accomplishments.

• Significant problems and actions taken.

• Additional comments.

The reports should be created using the standard format provided by the Project Management Office (stored on the shared drive) They should be posted to the Project Management Office according to the agreed schedule.

A coding scheme is used to signify overall project status on the Functional Group Status Reports. The icons are both color coded and pictorially coded to represent the different status levels.

Figure 6: Status report color coding scheme.

Green No open issues. The risks to the project from this area are minimal.

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Yellow

There are open problems or issues either awaiting resolution or under corrective action. The risks to the project from this area are moderate.

Red

There are significant problems or issues either awaiting resolution or under corrective action that will jeopardize the overall success of the project. Serious corrective action must be taken immediately.

Specifically, these colors should be utilized as follows for each of the categories of risk and relevant issues should be listed under the appropriate column on the status reports. Any issues that affect scope, delivery quality, time and cost should be described here.

Figure 7: Status risk category definitions.

Major Green Yellow Red

Issues (No Impact) (Minor Impact) (Major Impact)

Schedule Status All future deliverable dates are expected to be met

Some deliverable dates will be missed but major milestone dates are not in jeopardy

Dates have already been missed

More future dates will be missed and milestone are in jeopardy

Functional, Cross-Functional Status

No functional, or cross-functional related concerns

Some functional or cross-functional concerns that will have minor impact on cost, quality or schedule

Serious functional or cross-functional that will have major impact on cost, quality or schedule

Staffing Status Current and future staffing is met with appropriate skills

Future staffing is not met or current staff is stretched

Current staffing situation will impact cost, quality or schedule

5.2.3 Individual Team Member Status Report Submission of an individual team member status report is at the discretion of the Group Lead. If one is to be submitted, we suggest it follow the format of the Functional Group Status Report so that it may easily be rolled into the Functional Group Status Report by the Group Lead.

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5.3 Agendas and Minutes Agenda and minutes for all meetings must be created and maintained on the shared drive. They must be produced and stored in accordance with the Document Standards and Storage procedures.

5.3.2 Sponsor Committee Meetings The Sponsor Committee will meet as necessary.

5.3.2 Stakeholder Committee Meetings The Stakeholder Committee will meet quarterly or as needed. Before a meeting has adjourned, the Stakeholder committee will make decisions on the pending issues.

5.3.3 Group Meetings Attendees Standard Agenda Timing and Delivery

• All appropriate team members will attend.

• University Project Status

• Individual Groups Status

• Critical Issues and Risks/Proposed Solution

• Summary

• Group meetings will be held as needed.

5.3.4 Group Lead Meetings Attendees Standard Agenda Timing and Delivery

• Group Leaders

• Other Team Members as required

• Project Status

• Group Status

• Critical Problems/Proposed Solution

• Issue Review

◊ Review Resolved Issues

◊ Review Open and Overdue Issues

• Group lead meetings will be held as needed.

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◊ Review and Prioritize New Issues

6. Documentation Guidelines

6.1 Introduction Documentation standards establish the rules and responsibilities for creating, accessing, copying, reviewing, approving and maintaining project documents and data. These standards identify the documents and data to be managed, as well as the associated format, review process and retention policy associated with these documents.

A complete description of the processes, standards and procedures is provided in the document Document Standards and Storage.

6.2 Formats All project communications will be delivered in the standard University of Florida formats and templates. Locations of formats and templates for deliverables, presentations, and other items are detailed in Document Standards and Storage.

6.3 Creation, Review and Approval To ensure that risk is minimized, project direction is consistent, and project standards and procedures are followed, review and sign-off is required for all team activities. A full description of the documentation, review, recommendation and approval processes for team activities are provided in Document Standards and Storage.

6.4 Management and Retention

6.4.1 Introduction All project documentation should be stored according to procedures defined in Document Standards and Storage.

Materials not available electronically should be scanned into an electronic media if possible. Hard copies should be maintained by the Project Management Office.

6.4.2 Document Access and Security As stated in Document Standards and Storage ERP project documents will be classified as follows:

External Document is available to all University staff and consultants. It may be copied or viewed at will via a website.

Internal Document is available to all University ERP team members, however permission is required from the Project Management

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Office for use by other personnel. The document can be copied for use by University project team and placed on the internal ERP website.

Group Specific

Document is available only to personnel listed in the distribution list. Copies of the document cannot be made without prior permission from the Project Management Office. These documents will typically be available only to Project Management Office staff.

6.4.3 Document Retention Documents will be maintained for the life of the project.

7. Standard Project Toolkit The standard desktop and/or laptop tool set consists of the following:

Application Version

PeopleSoft

Microsoft Internet Explorer

Microsoft Project

Microsoft Windows 2000 or XP

Microsoft Word

Microsoft Excel

Microsoft PowerPoint

Microsoft Outlook

Microsoft Exchange

MicrosoftVisio

Adobe Acrobat

Development Tools:

• PeopleSoft Application Designer

• IBM DB2 Client Application Enabler

• SSH Secure Shell

No unlicensed software is to be loaded on University equipment. Other software will be provided as necessary. Please refer to the ERP computer usage policy for additional information.

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8. Issue Management

8.1 Introduction The processes, standards and policies which describe our issues management system are presented in Issue Management. The goal of issue management is to ensure the timely and accurate resolution of issues which affect the performance of the team, and the integrity of the project and timeline of the project. In a broad sense issue resolution deals with managing decisions during the implementation.

Each team member must understand the procedures for identifying, recording, and closing issues, and the various reporting capabilities within the issue management methodology. Please see the document Issue Management for complete information on this topic.

An essential part of issue management is establishing a discipline within the project team towards the issue management process. To ensure that the issue management process is maintained and successful, it will be each team member's responsibility to remain vigilant in following up on their assigned issues.

8.2 Issue Management To successfully assist in the issue management process, a centralized automated issues management server will be established to be utilized throughout the project. The approach for successfully implementing the issues management process consists of five major steps:

• Issue Identification

• Documentation

• Submission

• Resolution/Implementation

• Maintenance

The steps involved in this process are detailed in the Issues Management document.

9. Scope Management The Scope Management Process is a crucial mechanism that can affect the success or failure of the project. This process is the primary vehicle for containing scope and ensuring that management has the opportunity to make timely trade-off between the three key project variables of cost, time and scope. Inadequate control can lead to unexpected cost and time overruns. It is imperative that potential changes are identified early, documented carefully, and resolved at the appropriate levels of responsibility.

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Scope changes are broadly defined as those activities not originally considered within either the products to be delivered or tasks to be performed as defined by the project charter or project plan.

Please refer to Scope Management for complete information on the processes, procedures and standards associated with this important area.

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Appendix A: Entry and Exit Procedures

A.1 Confidentiality Policy and Login Security Policy Please see appropriate document at XXX location on shared drive.

A.2 Entry Checklist Please see appropriate document at XXX location on shared drive.

A.3 Exit Checklist Please see appropriate document at XXX location on shared drive.

Appendix B: Detailed Roles and Responsibilities

B.1 Responsibilities

B.1.1 Project Management Office The responsibilities of the Project Management Office group are:

B.1.2 Integration Architecture and Management The responsibilities of the Integration Architecture and Management group are:

• Provide architecture and functional integration across all project groups with regard to business processes, system configuration, etc.

• Provide technical integration coordination between PeopleSoft, other third party products, and legacy systems.

• Manage the process of issue identification and resolution.

• Coordinate security administration for the implementation phase of the ERP project.

• Evaluate and analyze customization requests generated by project groups.

• Coordinate application development staff within ERP team.

B.1.3 Information Technology Group The responsibilities of the Information Technology group are:

• Manage the installation and maintenance of the software for development, testing, training, and production.

• Acquire, install and manage the hardware required to support the implementation project in coordination with the data center.

• Manage software modifications, patches and upgrades and reports (if any) through design, development, testing and placing in production.

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• Mange operational procedures and resources.

• Operate all systems including job scheduling, version control, etc..

• Provide overall system administration.

• Provide technical support to the ERP team.

• Provide network support to the ERP team.

B.1.4 Communications Group Management The responsibilities of the Communications group are:

• Manage internal and external communications initiatives.

• Review strategies for organizational change management.

• Review and coordinate training strategy.

• Review and coordinate user support strategy.

B.1.5 Process and Standards Group The responsibilities of the Process and Standards group are described in the document Process and Standards Group Charter (available on the shared drive.)

B.1.6 Financials Functional Group The responsibilities of the Financials Functional group are:

B.1.7 Human Resource Functional Group The responsibilities of the Human Resource Functional group are:

B.1.8 Student Administration Functional Group The responsibilities of the Student Administration Functional group are:

B.1.9 Portal Functional Group The responsibilities of the Portal Functional group are:

B.1.10 Enterprise Productivity Management (EPM) Functional Group The responsibilities of the EPM Functional group are: