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Roles & Communication Plan

GenRays HRIS ImplementationProject Roles & Communication Plan

Alan Oviatt, Project Manager31 July 2015

Table of ContentsHYPERLINK \l "_Toc426572288" Project Organization Chart3HYPERLINK \l "_Toc426572289" Role Descriptions4HYPERLINK \l "_Toc426572290" Executive Committee4HYPERLINK \l "_Toc426572291" Project Manager4HYPERLINK \l "_Toc426572292" Procurement Manager5HYPERLINK \l "_Toc426572293" Requirements Analyst5HYPERLINK \l "_Toc426572294" Training Group - Training Manager6HYPERLINK \l "_Toc426572295" Training Group Materials Preparation7HYPERLINK \l "_Toc426572296" Training Group Trainer #17HYPERLINK \l "_Toc426572297" Configuration & Infrastructure Group System Configuration Lead7HYPERLINK \l "_Toc426572298" Configuration & Infrastructure Group Database Administrator8HYPERLINK \l "_Toc426572299" Configuration & Infrastructure Group Infrastructure Technician9HYPERLINK \l "_Toc426572300" Quality Control Group QA Test Lead9HYPERLINK \l "_Toc426572301" Quality Control Group QA Testers #1 & #210HYPERLINK \l "_Toc426572302" Team Member Recommendations and Justifications10HYPERLINK \l "_Toc426572303" Communication Plan for the HRIS Project14HYPERLINK \l "_Toc426572304" Stakeholder Definitions Power Grid and Matrix14HYPERLINK \l "_Toc426572305" The GenRays Communication Plan Template Part B115HYPERLINK \l "_Toc426572306" Communication Needs and Planned Efforts Parts B2 & B318HYPERLINK \l "_Toc426572307" Stakeholder Reports at Project Close Part C20HYPERLINK \l "_Toc426572308" Internal Leadership20HYPERLINK \l "_Toc426572309" Principle End-Users21HYPERLINK \l "_Toc426572310" Non-Principle End-Users21HYPERLINK \l "_Toc426572311" External Stakeholders22

Project Organization ChartCreate an HRIS project team organization chart showing the potential positions needed to complete the project.

Note: The Executive Committee consists of the Project Sponsor, Rory Genhardt, and GenRays executive stakeholders including Crystal Marshall, Connie Barnett, Darcy Martin, Ashley Burrici, Brian Jenkins, Rylee Anderson, and Taylor Guerts.

Role DescriptionsThirteen specific positions have been identified in the Project Organization Chart. These roles emerged as critical components necessary to carry out the work identified in the WBS Dictionary. This section details each role and its interactions within its group, and as a member of the Project Team.Executive CommitteeThe Executive Committee provides counsel, support, and recommendations to the Project Manager (PM) throughout the duration of the project. They advise the PM regarding the Project Charter and the Project Management Plan. They review and approve critical documents, key deliverables, and all change requests. Key activities include:Provides high-level recommendations for goals, objectives, resources, and overall project scopeCounsels the PM regarding Risk Management and helps provide solutionsReviews and approves phase completion documents and deliverablesProvides approvals for change requests

The Committee acts as project champion or advocate as the project moves forward. The Project Sponsor is a member of the Executive Committee and is the final Authority for the project, providing sign-off approvals.Project ManagerUnder the direction of the Project Sponsor and the Executive Committee, the Project Manager (PM) is the driving force behind the Project Charter, the Project Management Plan and all aspects of the day-to-day management of the project as it moves toward completion. Some key activities of the PM are:To take information gathered from the Project Sponsor and other executive stakeholders and develop the Project Charter and obtain approval to beginTo conduct additional analysis necessary to develop the Project Management Plan and associated sub-plansTo organize team leadership in coordination with the project sponsorTo organize project teams with the help of team leadership and the Executive CommitteeTo provide leadership to the project team in the development of all deliverables and in the progress toward completionTo manage the project team progress and performance To create and manage the budget for the project by controlling costs, managing risks, and driving team performanceTo negotiate circumstances involving change orders, obtain approvals, and manage scope, costs, and timelines accordingly To contribute material for stakeholder communications, weekly status updates, and phase transition meetingsTo be flexible in managing the project to ensure all project needs are being met

Working with other stakeholders and subject matter experts, the PM takes from past experiences, best practices, and other sources as a model for project execution and success. The PM virtually lifts the project off the ground creating the Project Charter and the Project Management Plan and using their outputs as inputs for other team members as project execution gets underway, and deliverables are created. Procurement ManagerThe Procurement Manager is a Team Lead position and reports directly to the PM and assists in creating the Project Procurement Plan and Cost Management Plan. Using the Project Charter and Requirements Documentation, creates a list of qualified vendors and oversees the bid proposal process and is a key member of the vendor selection phase. Primary responsibilities of the Procurement Manager are:To provide cost management input and recommendationsTo research and report on available HRIS vendors and their systemsTo conduct the vendor proposal bid process and provide analysisTo make HRIS system recommendations based on the results of the proposal processTo procure necessary components for infrastructure and environmentTo monitor areas of responsibility for significant variance and submit change requests or risk assessments.To participate in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.To manage the closing out of all procurements during the close project phase

The Procurement Manager is the primary contact with HRIS vendors and other vendors for the Project Team and represents these vendors during weekly status meetings. Any significant variance from the project plan regarding procurement or costs are reported to the PM and submitted to the team prior to the status meeting.Requirements AnalystThe Requirements Analyst (RA) is a Team Lead position reporting directly to the PM. The RA will work with the PM and key stakeholders to interpret requirements and compare them to current HR, Payroll, and other relevant systems in order to accurately diagram the processes and workflows that will be influenced by the changeover to the new HRIS. The primary responsibilities of the RA are:To assist the PM with Requirements Planning and Project ScopeTo document the Business Requirements and provide analysisTo reconcile final system functionality with Business Requirements of the desired systems at each phase transition, particularly following the go live phase.To monitor areas of responsibility for significant variance and submit change requests or risk assessments.To participate in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

The RA will use the Project Charter, the Project Scope Document, the Project Management Plan, and interviews with key stakeholders to provide input and component detail to the Business Requirements Document, Workflow Diagrams and Traceability Matrix. These key outputs will contain sufficient description of the functionality to serve the Training Group as inputs to produce collaterals and training scripts for all system functions. The outputs will also be used by the Configuration and Infrastructure Group (C&I) as inputs to ensure the system properly functions and meets requirements. Finally, these outputs will provide meaningful understanding and clarity to all stakeholders as to the intended purpose of the new HRIS.The Traceability Matrix will correlate the existing system to the desired solution ensuring the completeness of the project. It will also serve as a tool to better communicate progress during weekly status meetings, at phase transitions, and to stakeholders throughout the project. The RA will correlate closely throughout the project with the C&I Group, the Training Group, and the QA Group, to assess completeness with Business Requirements.Training Group - Training ManagerThe Training Manager (TM) is a Team Lead position reporting directly to the PM. The Training Group will have responsibility for helping create and for maintaining the Project Communications Plan, for creating the Training Plan and all collateral materials, and the Training Manager supervises these activities. Other key responsibilities of the TM are:To manage the Project Team Information SystemTo manage the Stakeholder Communications PlanTo create and manage the Project Training Plan including all of its eventsManuals and documentationUpdates and release notesFrequently asked questionsQuick-start guides for all system users and particular functionsTo archive all project artifacts To monitor areas of responsibility for significant variance and submit change requests or risk assessments.To participate in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

The TM will use the Project Management Plan, Business Requirements Documents and weekly status meetings to update the Project Communications Plan and as inputs for the Project Training Plan. Following training, the TM will provide transition plans for each work related responsibility.The Training Group, managed by the TM will ensure all project related documents, reports, and other critical materials are available and accessible to the Project Team for the duration of the project.Training Group Materials PreparationThe Materials Preparation position reports to the TM. The primary responsibility of Materials Preparation is to provide collateral materials for training purposes. Under the direction of the TM and PM, helps manage Project Management Information System, keeping communications current and all documentation available. Other key responsibilities of the Materials Preparation include:Works with RA and Training Group to Identify system training requirementsEstablishes training goals for end-user acceptance and proficiencyIdentify tasks each user will be capable of completing at the end of training in order to measure training effectivenessCreates training materials to be used in training sessionsMonitors areas of responsibility for significant variance and submit change requests or risk assessments.Participates in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

Training Group Trainer #1Trainer #1 conducts physical training, records training sessions and webinars for later reference and review. Under the direction of the TM and in cooperation with the vendor, works to interpret key elements of the Business Requirements Document and detailed system functionality and translate it into individual sessions that make up the training course. Other responsibilities include:Defining instructional details for Materials PreparationTracking employee participation and recording in employee training historyView and update competencies acquired through trainingMonitors areas of responsibility for significant variance and submit change requests or risk assessments.Participates in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

Configuration & Infrastructure Group System Configuration LeadThe System Configuration Lead (SC) is a Team Lead position and reports directly to the PM. The SC collaborates with the RA to ensure that infrastructure and environment needs are met prior to system installation. The SC also works closely with the selected vendor to confirm all elements of new HRIS are installed in the test environment and properly configured and mapped for data migration. Key responsibilities for the SC are:To manage the efforts of the Configuration & Infrastructure GroupTo plan and design the Infrastructure and Environment Makes sure the infrastructure is properly assembled and preppedPrepares technical documentation from Business Requirements AnalysisMakes recommendations to the Project Team LeadershipTo carry out the work during the Execution PhaseConfigure environment for system installationWork with Vendor to configure system to meet business requirementsPrepares the system for data migrationTo oversee data mapping and migration To assist the QA team with technical documentation to allow for system performance measuresTo assist the TM with technical documentation for preparing the Training PlanTo moves the system to the live environment during the Deployment PhaseTo monitor areas of responsibility for significant variance and submit change requests or risk assessments.To participate in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

The SC is involved in every phase of the project. During the Planning and Design phase, the SC works closely with the Procurement Manager, the Vendor, and the Requirements Analyst to plan and design an appropriate test environment for the new HRIS system. During the Project Execution Phase, the SC manages the C&I Group in preparing, installing, configuring, and migrating data to the new HRIS, then assists QA in their efforts to measure system performance against requirements. During the Training Phase, the SC will assist the TM with technical support and documentation. The SC will conduct the final reviews, and then move the systems to the live environment. Outputs from the C&I Group will be inputs for the Training Group and the Quality Control Group. Configuration & Infrastructure Group Database AdministratorThe Database Administrator (DBA) reports to the System Configuration Lead and is primarily responsible for data mapping of the legacy system and migration of that data to the new HRIS. Key responsibilities of the DBA are:Review and modify GenRays existing field mapCreate field map of the new HRISCreate a cross system diagramExport data from the legacy systemMigrate data to the new HRISReview and test the migration prior to QA performance testingMonitors areas of responsibility for significant variance and submit change requests or risk assessments.Participates in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

The DBA will work closely with stakeholders and Project Team members to assess current data sources needed for migration to the new HRIS. The DBA will work to customize reports and analytics to satisfy GenRays requirements. The DBA will troubleshoot bugs or issues revealed through QA testing and support the Training Group in their activities. Configuration & Infrastructure Group Infrastructure TechnicianThe Infrastructure Technician reports to the System Configuration Lead and is primarily responsible for the hardware and software used to create the system infrastructure and environment for the Project. Key responsibilities of the Infrastructure Technician include:Assists in the planning and design of the Project infrastructureHardwareSoftwareNetworkingEnvironment variablesProvides technical advice regarding infrastructure requirementsInstalls, configures, maintains software, hardware, and network that supports the projectProvides technical support throughout the project life cycle. Monitors areas of responsibility for significant variance and submit change requests or risk assessments.Participates in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

Quality Control Group QA Test LeadThe QA Test Lead is a Team Lead position reporting directly to the PM. The primary responsibility of the QA Test Lead is to perform quality assurance performance testing on throughout the project life cycle to deliver according to Business Requirements set forth by the Executive Stakeholders. Key responsibilities of the QA Test Lead are:To establish QA measures for all components of the HRISServer/network environment testingInfrastructure/hardware testingDatabase validation testsPerformance/stress testingFunctional testingData migration testingTo review training materials for accuracy and completenessTo establish policies for system roll-out processes and long-term maintenanceTo manage the Quality Control Group through all testing proceduresTo report results following all testing, milestone events, and phase transitionsTo monitor areas of responsibility for significant variance and submit change requests or risk assessments.To participate in weekly meetings, status updates, phase transitions, and contribute to stakeholder communications and the Lessons Learned document.

As per the Lessons Learned from the previous project, the QA Test Lead will use a common check sheet in order to maintain consistent testing among the testers and will work closely with the Quality Control Group members to make appropriate assignments and track and report results on a timely basis.The QA Test Lead will define the maintenance policy during the project as omissions or bugs are discovered and submitted for correction. An ongoing maintenance policy or Service Level Agreement (SLA) will also be defined for GenRays new HRIS. Quality Control Group QA Testers #1 & #2The Quality Control Groups two QA Testers will report to the QA Test Lead. Their primary responsibility will be to perform tests for the new HRIS systems accuracy and completeness. They will submit bugs and perform regression tests on fixes as necessary. Key activities will be conducted mostly with the Configuration and Infrastructure Group troubleshooting bugs submitted by end-users during system training. Team Member Recommendations and Justifications These are my recommendations and justifications for each position in the Project Organization Chart

Table Key:

RoleRecommendationJustificationExecutive CommitteeRory Genhardt, Crystal Marshall, Connie Barnett, Darcy Martin, Ashley Burrici, Brian Jenkins, Rylee Anderson, and Taylor GuertsCEO Rory Genhardt as Project Sponsor, is most heavily invested in the project's success. Those most significantly impacted by the HRIS system upgrade include the Director of HR (Ashley), VP of Finance (Connie), and the Director of IT (Brian). These members are project champions and must be involved in the risks and challenges presented throughout the project. Their respective insights regarding resources, constraints and priorities will provide great value. Crystal, Darcy, Rylee, and Taylor will provide necessary input and perspective from their critical roles in the organization.Project ManagerAlan OviattAlan is a seasoned IT professional and an experienced PM. He was recommended by the Project Sponsor to fill this position. He is a team player and understands the value of the project and its component parts. He is available to work 40 hours per week and is a member of the IT organization, one of the champions of this project that will realize significant benefits from the new system. Post project, Alan will be in a position to support the system long-term.Procurement ManagerDrewDrew is skilled at procurement and will perform the majority of his tasks during the Planning, early Execution, and Closing phases of the project, avoiding July and August when he is unavailable. He served as Team Lead in the previous successful project, is available 40 hours per week, and reports to a key executive stakeholder, Connie Barnett, VP of Finance, who is vested in the success of this project.Requirements AnalystDakotaDakota has a master's degree in engineering with a strong background in analytics and analysis. His work during the project will be primarily in the Planning phase an early part of the Execution phase, avoiding his 3-week unavailability in August. He has 11 years with the company and is aware of the shortfalls of the current system. Training Group ManagerShannonShannon has 12 years with the company and knows its operations. She has and MBA with an emphasis in marketing and understands the importance of delivering the right message. She is available 40 hours per week and her minor unavailability will not impact the delivery of the project. She reports to Cyrstal Marshall, VP of Marketing and a strong advocate of this project. Materials PreparationJaydenJayden did not participate in the previous project but has been with the company for 20 years. He is technically savvy having created e-forms for data entry, and he works with Dakota. He does not seem to have any dysfunctional relationships with other team members.Trainer #1RyanRyan has been with GenRays for eight years and reports to project champion Crystal Marshall, VP of Marketing. As part of the marketing team, Ryan is capable of delivering a message with clarity and his experience with the company should give him a good understanding of HRIS needs.System Configuration LeadAshtonAshton has a long history with the company - 20 years and has a master's degree in engineering and a bachelor's degree in computer science. Combined with his title of "Design & Technical Support" Ashton is probably the most qualified among the available resources to lead this critical team. Availability is good at 30 hours per week. Ashton reports to project advocate, Darcy Martin. Database AdministratorAlexAlex is an HR employee reporting to project champion Connie Barnett, VP Finance. He has 11 years of experience, and his day-to-day responsibilities include Data Analysis, which qualifies him to work with the data records. His work with training records and employee benefits will help him determine what data needs to be migrated to the new system. Infrastructure TechnicianKendallKendall has been with the company for nine years, giving him sufficient experience and understanding of the current system. He is a programmer and is likely the most technical member of the team. He will have a good understanding of hardware and software making him ideal to work on infrastructure and environment. He reports to Connie Barnett, a strong project advocate. His duties on the project will not begin until his unavailable period has ended, and then his availability will be 40 hours per week. QA Test LeadMorganMorgan was the Project Manager for the previously successful overhaul of the financial system. He clearly understands what is at stake and the importance of delivering a product that meets all the business requirements and functions as desired. He will have the complete support of his daily supervisor, Connie Barnett. After eight years with the company, Morgan will be very familiar with the people and processes under which GenRays operates. His other responsibility is Product Evaluation, a great segue to Quality Assurance. QA Tester #1CameronCameron has four years with the company in an accounting role. His attention to detail will serve him strongly as a QA Tester. He works for Connie Barnett, so his he should be very interested in the success of this project. In fact, many of the success factors impact payroll and Cameron's experience with payroll will be an advantage. Cameron served as a Team Lead in the previous project and should have a firm understanding of the project process. He was also found to be highly compatible with Madison, who will also work as a QA Tester. He has 35 hours per week availability, more than sufficient.QA Tester #2MadisonMadison was hired around the same time as Cameron, about four years ago. Both served on the previous project and worked well together. Madison also works with payroll records and understands the critical importance of the new HRIS. She is aware of the shortcomings of the current system's manual data entry process. She can devote 40 hours per week and should be highly invested in the success of the project.

Communication Plan for the HRIS ProjectStakeholder Definitions Power Grid and Matrix

Below is a list of internal and external stakeholders, their roles and position in the matrix:TypeRoleGroupGrid PositionInternalPrinciple Executive LeadershipCEO, VP Marketing, VP Manufacturing, VP Finance, Director HR, Director IT, Director Accounting, Plant Manager Site 1, Plant Manager Site 2High Interest High PowerExternalPrinciple External LeadershipSelected HRIS System VendorHigh Interest High PowerInternalProject TeamProject Manager and all team leads and membersHigh Interest High PowerInternalProject SponsorCEOLow Interest High PowerInternalNon-Principle Executive LeadershipVP Engineering & Research, VP Distribution, Sales Management, and all directors not listed under "Principle Executive Leadership"Low Interest High PowerInternalPrinciple End-UsersAll end-users in Finance, Marketing, and Manufacturing (employees & staff)High Interest Low PowerExternal Principle External Team MembersVendors that will be making presentations and completing bid proposalsHigh Interest Low PowerInternalNon-Principle End-UsersAll end-users in Engineering & Research, Distribution, and Sales (employees & staff)Low Interest Low PowerExternal Other end-usersJob applicants, interns, non-employee usersLow Interest Low Power

The GenRays Communication Plan Template Part B1Key: I = Information Only; C = For Review and Comments; A = For Review and ApprovalNote: All columns and rows of the template must be complete. Include information for internal and external stakeholders.

DocumentAuthor or OriginatorRequired Date or FrequencyKey Internal/ ExternalStakeholdersAction Required(I,C,A)CommentsProject IMS Web-based Information SystemTraining ManagerOn-GoingAll StakeholdersI, CMaintained as internal version / external version website project specific. Contains broad or high level information and allows for comments and feedback.Kickoff MeetingProject ManagerInitiation Phase TransitionProject Team (Leads & Members) Principle External Team MembersIIntroduces Team Members with complete detail on roles and responsibilities. Introduces expectations and requirements. Event to build trust and cooperation. Weekly Status Team ReviewProject Team LeadsWeekly prior to Status Meetings Held on Tuesdays Project Team (Leads & Members)CThis review is posted online prior to each weeks status meeting in preparation to discuss team progress toward milestones and deliverables.Weekly Status Achievement ReportProject ManagerWeekly following Status MeetingsProject Team, Principle External LeadershipCThis report is a result of the weekly status meeting and documents team achievement toward project objectives, any significant hurdles or risks, and any change proposals.Bi-Weekly Status Executive ReportProject ManagerBi-Weekly following Status MeetingsProject Sponsor, Principle Executive Leadership, Non-Principle Executive LeadershipCThis report is a high-level review of project progress. A standard, easily readable, template will be used for quick skimming or deep diving with clarifying summaries followed by more detail. Reports will be emailed to appropriate stakeholders and later posted to the IMS website for easy retrieval.Phase Transition / Milestone ReportProject ManagerMonthly or as Milestones are reachedProject Sponsor, Principle Executive Leadership, Non-Principle Executive Leadership, Principle End-UsersI, C, AThis report will document high-level project information summarizing phase transition implications and milestone achievements for all organization executives and principle end-users. A standard, easily readable, template will be used for quick skimming or deep diving with clarifying summaries followed by more detail. Reports will be emailed to appropriate stakeholders and later posted to the IMS website for easy retrieval.Risk Register Status/UpdatesAny Internal Project MemberAs NeededAvailable access to any stakeholderCThe Risk Register will be an ongoing document accessible from the Project IMS website and will be used during weekly status meetings and accessed as needed from the website by other stakeholders.Change RequestsProject ManagerAs NeededProject Sponsor, Principle Executive LeadershipAChange requests are submitted to the Executive Committee for review and to the Project Sponsor for approval and authorization to proceed. Meetings may be held to allow for discussion among affected organizations. This report becomes part of the bi-weekly executive report and is used in phase transition and milestone achievement to ensure continuity continues. This report requires prompt attention by the Project Manager as data becomes available.Internal/External Communication MemosProject Sponsor or any Principle Executive LeadershipAs NeededAny internal stakeholder or Any external stakeholderIFrom time to time, the Sponsor or an Executive Leader may wish to convey relevant or urgent broad information to another stakeholder or group of stakeholdersCompany NewsletterProject SponsorAs NeededAll internal stakeholdersIThe Project Sponsor may wish to communicate very high-level information or project changes to the internal community. Project Close ReportProject ManagerEnd of the Close PhaseProject Sponsor, Principle Executive LeadershipC, AThis report requires review of executive leadership and sign-off from the Project Sponsor. It will include the traceability matrix and confirm key functionality is delivered based on the original project requirements.Final AnnouncementProject Team Leads, Project ManagerFollowing Project Close Report Sign-offAll StakeholdersI, CThis report announces the close of the project and its availability for use. I will present functionality specific to each organization and end-user. It will be emailed and posted on the Project IMS website. It may address future possible projects or future enhancements to this project.Lessons Learned ReportProject Team, Project ManagerFollowing announcementAvailable to all stakeholdersI, CThe Lessons Learned document will be presented to the Sponsor and Executive Committee prior to distribution. It will address overall project success factors, how changes were implemented, how risks and conflicts were handled and hurdles overcome. CelebrationProject ManagerClosing Phase TransitionProject Sponsor, Principle and Non- Principle Executive Leadership, Project Team, and Principle End-UsersIThis project celebration event is designed to recognize team achievement and reward team members for their accomplishment in completing the project successfully. All event activities and photos will be archived with the rest of the project artifacts.Key: I: Information only; C: For review and comments; A: For review and approvalCommunication Needs and Planned Efforts Parts B2 & B3

RoleB2 - Information & Communication NeedsB3 - How These Needs are MetPrinciple Executive LeadershipThis group needs to be consulted regularly for valuable contributions. They must see that resources are being used appropriately, and that progress is being made as outlined. They need to review and make recommendations on change requests and risk resolutions and be informed as to significant deviations in the timeline. They need to be sufficiently informed to respond to crisis, challenges, and hurdles quickly and effectively.Communication with this group is timely and regular. They have other high priority responsibilities within the company and must be free to focus on their primary roles. Bi-weekly reports will keep them informed as to the status of progress and performance. They will be informed of change requests, risk interventions, and other significant deviations from normal activities. They will have quick and easy access to the project IMS and archived reports stored there. Principle External LeadershipThe vendor must be able to contribute effectively to the project and fulfill their contract obligations and ensure all requirements are met. They need to know problems, issues, and shortcomings as they unfold in order to provide appropriate system support. The vendor will participate in the project during the planning and execution phases, and his or her advice will be valuable.The selected HRIS vendor will need regular communication and close management. The vendor will likely participate in weekly status meetings and will receive the weekly report. He or she will also likely be consulted on relevant change requests. The vendor will receive closing documents and full payment of services and software upon completion of the project.Project TeamThis group needs complete clarity as to their role and function on the Project Team. They need to know the project goals and objectives, the business requirements, and the other members of the team and their assignments. They need enough information to be able to report their progress and the possible impact on other team members. They need to know when something is not right and report risks or change requests. And they need to be able to effectively cross-reference other member's current status in order to effectively integrate into their own objectives.Early documents such as the Project Charter and Needs Analysis will help the project team understand the scope and objectives of the project. The Kickoff Meeting will effectively clarify all roles and responsibilities. It will identify milestones and deliverables as well as expectations and business requirements. The Kickoff Meeting, weekly status meetings, and phase transition meetings will help bring clarity to inputs and outputs and dependencies as well as keep team players in sync and working effectively. Access the Project IMS Website will provide team members the ability to store, retrieve, and tag project information for the benefit of themselves and others. Project Sponsor & Non-Principle Executive LeadershipNeed to know and understand how resources are being used. They need to see progress in the project. They need to know when critical issues arise. They need to see the vision and prioritize resources accordingly. They need enough information to be able to have input when necessary. They need to be free to focus on other company priorities.The Project Sponsor is the Company CEO and requires regular, but not constant updates. His activity will increase during risk resolution, change management, milestone achievement and phase transitions or when authorization or approval is needed. Like Non-Principle Executives, he will receive monthly assessments and forecast and keep abreast of the project through the IMS website, the Risk Register log, and other readily available reports. Principle End-UsersThis group needs to know how the new HRIS will impact their jobs. They need to be exposed to the workflows. They need to contribute to the project by identifying needs, bugs, and malfunctions. They need to know their payroll will not be interrupted and that their information is secure.Many questions are answered through the external side of the Project IMS website. Employees will have access to project functional reports and will be able to comment. They will view the benefits of the new HRIS and what it means to them. They will go through rigorous training that will enable them to comfortably transition to the new system and experience the benefits first-hand. They will have access to company communication, the Company Newsletter, the company website and other sources to get necessary information.Principle External Team MembersThis group is comprised of Vendors asked to present proposals. They need enough information to make a significant presentation accurately covering all aspects of business requirements.Vendors will receive information from the Business Requirements Document.Non-Principle End-UsersThis group needs to know how the new HRIS will impact their jobs. They need to be exposed to the workflows. They need to contribute to the project by identifying needs, bugs, and malfunctions. They need to know their payroll will not be interrupted and that their information is secure.To ensure a smooth transition to the new HRIS system, training will be provided. These employees will be kept abreast of progress through company newsletters and memorandums. They will be able to contribute ideas and comments through the external side of the Project IMS website.Other end-usersNeed know someone is reviewing their application, to know GenRays has system functionality that allows them to track their progress, and to know their personal information is secure.This group is the least involved in the project but will still need to know if a security breach has compromised their personal information. This would be done through personal contact, email, or company communication. The company website will inform prospective employees of new application tracking functionality.

Stakeholder Reports at Project Close Part CPart C: Create a plan in which you document at least 5 topics that would be appropriate to present to the different group of stakeholders at the close of the HRIS project.Note: This plan may include different report forms and content for different stakeholdersInternal Leadership Including Principle Executive Leadership and Non-Principle Executive Leadership:Official Review Meeting - Leadership will want to compare project performance and outcomes to the original objectives and requirements. They will want to see how the new HRIS will impact their organization. They want to know what knowledge gained from this project will be useful in future projects. They may ask how this new system may be improved upon for future use.The Project Manager and Team Leads will present findings then conduct a one-hour question and answer session. The content of the presentation will be:System FunctionalityOriginal requirement vs. deliveredChanges along the wayKey benefits to each organizationRisks Encountered, Resolutions ReachedTimeline changesChange Request reviewApprovedUnapprovedBudget Variance ReviewProject balanceOutstanding billsReserved for post-project supportOverall performance against forecastsProject Acceptance Performance measurements to datePerformance measurements still plannedLessons LearnedProject hurdles and pitfallsThings that went wellArchivesCommunications reports, memos, notes, newslettersMedia Video conference recordingsLogs Risk Register, Change Requests, Other Issues

Principle End-Users Includes end-users most directly affected by the new system.Official Review Meeting - This group will want to see how workflow is affected by the change. They will want to see immediate next steps toward 100% adoption of the system, a curriculum for training, web training resources. The presentation will include future updates to the system and how to submit requests for functionality.The Project Manager and Team Leads will present findings then conduct a one-hour question and answer session. The content of the presentation will be:System FunctionalityFor ManagementFor Human ResourcesFor PayrollFor MarketingTraining ProcessCurriculum outlineTraining scheduleOnline training servicesSupport and Help DeskWhats NextSubmitting functionality requestsPlanned product upgrades

Non-Principle End-Users Includes employees and staff members least affected by the change such as Engineering & Research, Distribution, and Sales departments.Communication Report Only this need not be a formal presentation or review meeting. A project summary communique emphasizing the affect the new HRIS will have on current jobs and directing employees to online training programs and the scheduled training activities.System FunctionalityAccessing BenefitsEntering time and attendanceSearching job openingsTraining ProcessCurriculum outlineTraining scheduleOnline training servicesSupport and Help DeskWhats NextSubmitting functionality requestsPlanned product upgrades

External Stakeholders This includes primarily job applicants or potential interns.These stakeholders are the domain of Human Resources and information about the system will be prepared and distributed by them with the assistance of Marketing. The new HRIS should spotlight its ability to attract new talent, its capability to match employee or applicant skills with current open positions, and its capacity to enable succession for those interested in a career at GenRays. These features and benefits would be delivered through the company website and would include:System FunctionsFor GenRays employees For job applicantsWhats NextFuture enhancements approved by Executive Leadership.