3 Project Kickoff Template

<CUSTOMER> UPGRADEPROJECT KICKOFF

<DATE>

AGENDA

Team Address by

Team Introduction

Kickoff Objectives

Mission

Project Organization

Program and Project Scope

Timeline and Schedule

PMO

Methodology Phases

Role Definition

Questions

TEAM INTRODUCTION Take just a minute to introduce yourself

Name

Title

Role on Project

TODAY’S OBJECTIVESTODAY’S OBJECTIVES

Communicate the project scope and approach and get your input into how to make this a successful project

Review the objectives of the project

Review the project approach

Discuss the project timeline

Discuss your role to help make this project a success

MISSION STATEMENTMISSION STATEMENT

Project Mission:

To reduce costs by improving financial systems through 1) upgraded <Customer> software so that additional functionality can be utilized in the future delivering a

centralized, standard financial platform across all business areas and geographies 2) enhanced financial consolidation system, and 3) enable global real-time

analytics of financial data by leveraging a central repository.

Project Purpose:

Provide GC with an upgraded global financial and consolidation system and an enhanced financial reporting environment.

On Time and On Budget.

PROJECT CRITICAL SUCCESS FACTORS Executive Sponsorship – Steering Committee must be able to:

Define business direction Make decisions in a timely manner Act as an Active Change Champion Network Deliver communication to the appropriate parties in a timely manner

<Customer> Project Team: Full-time dedicated Project Resources on-site. Offshore development team with on-site offshore coordinator Team needs to be empowered to make day to day decisions

Community: Adaptability Timely attention to requests for information Commitment to end user training Must be available to participate in scheduled meeting and reviews

PROJECT FUNCTIONAL ORGANIZATION CHART

BUSINESS PROCESS LEADS / SUBJECT MATTER EXPERTS

Finance Disipline

Workshop

Vision

New Functionality

General Ledger

Month End Process

Consolidations

Statutory Reporting

Accounts Payable

Accounts Receivable/ Billing

BUSINESS PROCESS LEADS / SME’S - CONTINUED

Finance Disipline

Workshop

Infinium General Ledger

Infinium Payroll

Banking and Treasury

Budget & Forecasting

Sarbanes Oxley & Reglatory

BW Design & Reporting

Fixed Assets

MY<CUSTOMER> BUSINESS SUITE

my<Customer> SCM

my<Customer> PLM

my<Customer> SRM

my<Customer> CRM

my<Customer> ERP

AnalyticsFinancials

Human ResourcesCorporate Services

Operations

Life-Cycle-Data, Project-, Quality- and Asset Management

Inventory & Warehouse Mgmt.Manufacturing & Transportation

Sal

es O

rder

Inte

rnet

Sal

esP

urch

ase Ord

er R

equ

isition

ing

<Customer> NetWeaver (BW, Portals)

my<Customer> Business Suite

PROGRAM PHASE APPROACH

- PMO

- Upgrade Assessment

- Project Alignment

- UK Migration and Readiness

- Financial / ERP Blueprint (new GL)- Deployment Technical Upgrade Replace Infinium GL Interface AR & Revenue Detail- Finance Improvements

- Profit Center Acct- Controlling

- <Customer> Master Data- BW

- Financial reporting- Daily upload

- Solution Manager- Automated Test Scripts

- SOX Tools (M.I.C.)- Finance Improvements

- BCS Pilot (consolidation)

- FSSM – Treasury, Risk, & Cash Mgmt - In House Cash

- Portal and Learning Management Tool (ESS & MSS)- Asset Management- BW

- Consolidation based reports

- Receivables-Collection & Credit Management- Portal and Learning management tool

- Budgeting / Planning

- BW- Corporate Performance Management

- Latin America Localization

- XI EAS Solution

- Master Data Mgmt

Phase 0Program Planning

& Mobilization8 weeks

Phase 1Tech upgrade to ECC 5.0

Global financials & Reporting28 weeks

Phase 2SOX, Treasury, HR,

RMCA24 weeks

Phase 3Budgeting,Planning28 weeks

√

Legend

√: In progress

√: Complete

√

√

√ √:

√:

Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3

PROPOSED PROGRAM FUNCTIONAL VIEW

Key Projects Tracking

Technical Upgrade to

Financial Process and System Migration (Single Ledger, & AR Enhancements)

Analytics and Financials Reporting Enhancements

New Consolidation / SOX

Treasury / Cash Management

Credit Management / AR

HR – Training, ESS, MSS

Asset Management

Budgeting and Planning

LA Localization

BW Improvements

28 Weeks

2005 2006 2007

Phase 1:

Phase 2

Phase 3

28 Weeks

20 Weeks

24 Weeks

24 Weeks

24 Weeks

24 Weeks

28 Weeks

20 Weeks

28 Weeks

24 Weeks

PHASE ZERO AND ONE IMPLEMENTATION ROADMAP

2005

Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sep

Ph

ase

0

2006

UpgradeAssmt

to R/3 4.6B

Ph

ase1

Program PMO office

Sizing

R/3 4.6BStable

Project Prep

Blueprint Realization, Integration Testing, & User Acceptance

Prep

Training

Go-Live

Support

A<Customer> Implementation Methodology

Go Live

July 3

Technical Upgrade

ProjectPlan

PR Decision

Finance Process Improvements

Enhanced Reporting- Business Warehouse 3.5

Solution Manager Deployed

Financial& ERP Design

FINANCIAL WORKSHOP SCHEDULE – JANUARY 2006

January, 2006 Financial Blueprint Workshop Schedule

Notes for Week Monday Tuesday Wednesday Thursday Friday

All work in NJ

All work in NJ

Workshops in Detroit

Workshops in Rochester

All work in NJ

FINANCIAL WORKSHOP SCHEDULE – FEBRUARY 2006

February, 2006 Financial Blueprint Workshop Schedule

Notes for Week Monday Tuesday Wednesday Thursday Friday

All work in NJ 1 - NJ, Workshop Preperation

2 - NJ - Introduction- ECC 5.0 Overview- New General Ledger Functionality

3 - NJ - Financial Vision Alignment Workshop

Workshops in Dublin - Representitives from UK & Rochester to be present

6 - Dublin - General Ledger- Month-End Process

7 Dublin - Consolidations

8 Dublin - Statutory Reporting - Management Reporting

9 Dublin - Accounts Payable - GCUK Migration Update

10 Dublin - Fixed Assets

Workshops in NJ 13 NJ - Banking & Treasury

14 NJ - Budgeting & Forecasting

15 NJ - Sarbanes Oxley Compliance

16 NJ - BW Design & Reporting

17 NJ - Workshop Recap

All work in NJ 20 NJ - Workshop Recap and clarifications

21 NJ - Workshop Recap and clarifications




HIGH LEVEL PROJECT SCHEDULE

Phase Planned Start Planned FinishDuration in Days

Project Preparation 12/12/2005 1/13/2006 33

Blueprint 1/16/2006 2/24/2006 40

Realization 2/27/2006 5/26/2006 89

Final Preparation 5/29/2006 6/30/2006 33

Go Live 7/3/2006 7/14/2006 12

PMO SCOPE ASSUMPTIONS All program and product communications are

coordinated through the PMO All program and product documentation is the

responsibility of the PMO PMO has full, timely access to Global Crossing

stakeholders PMO is empowered to mobilize Global Crossing

resources as necessary

PMO SCOPE Scope Management Program ownership of cross-functional teams

(Technology & Training) Issues Resolution Program Team Meeting Coordination Leadership Meeting Coordination Milestone Plan Ownership Initial plans for Cutover and Production Support

PROGRAM MEETINGS

Program Leadership Status Meetings Who: PMO and Work Stream Leads Frequency: Weekly

“Sub Team” Meetings Who: Global Crossing PM w/ entire Program Team Frequency: Weekly

Process Owner Council Meetings Who: Committee, PMO Leads, relevant Work Stream

SME’s Frequency: Monthly and as necessary

Executive Steering Committee Meetings Who: Committee, PMO leads, relevant OAC members Frequency: Monthly and as necessary

PROJECT PHASES – PROJECT PREPARATION

Project Preparation

Activities:

Get the project started Define project goals and objectives Identify the project team members Develop high level plan Prepare kick off meetings and workshops

Deliverables:

High level project plan Project kick off Project methodology strategy, standards and policies

PROJECT PHASES – BUSINESS BLUEPRINT

Business Blueprint

Activities Schedule and conduct workshops Understand the As-Is business processes Understand the business requirements and goals Develop the To-Be business processes Verify and sign off the To-Be business processes Decision to move forward to next phase

Deliverables Project Plan Business Process Flows Develop system environment Business Blueprint document Business Blueprint sign off

BLUEPRINT DELIVERABLES - PARTICIPATION

Deliverable Responsible Contributors Sign-Off

Project Plan /<Customer> PM Team Leads GC Project Sponsor

Business Process Review Sessions <Customer> Consultants

GC Core Team and Finance Community

N/A

Business Process Flow Diagrams <Customer> Consultants


GC Project Sponsor

Business Blueprint Document <Customer> Consultants


GC Project Sponsor

Detailed Development Scope Document for Reports, Interfaces, Conversions, Enhancements and Forms (RICEF)

<Customer> Consultants

GC Team and Finance Community

GC PM

System Landscape Specification Infrastructure Group

<Customer> Consultants

GC PM

Blueprint Phase Signoff <Customer> PM All GC VP

PROJECT PHASES

Realization

Activities Develop and test the configuration Develop interfaces, conversions, forms and reports Develop End User Training Conduct Integration Testing Decision to move forward to next phase Sarbanes-Oxley compliance and Internal Audit review

Deliverables Fully configured system that supports all business processes Business Process Procedures Configuration documentation End User Training Materials Security and Authorizations Unit test scripts and Integration test scenarios

PROJECT PHASES

Final Preparation

Activities

System testing Extended parallel testing End user training Business Recovery Services Test Go/No-Go decision Data conversion and cutover

Deliverables

Go-live Help Desk and user support

EXECUTIVE ROLES & RESPONSIBILITIESEXECUTIVE ROLES & RESPONSIBILITIES

Project Role Role Responsibility

Executive Steering Committee Team Member

Provides high-level direction to organization and project office

Reviews and assesses project team progress

Removes barriers related to critical issues for policy, business, organization, and IT objectives

Approves allocation of resources

Resolves executive level issues

Attends all Steering Committee meetings

Approves project plans, budgets, and resources

Reviews and approves/di<Customer>proves project scope changes

Executive Project Sponsor

Available for executive decisions and guidance on a daily basis, as required – for decisions that cannot wait for meetings.

Ensures business change objectives are clearly communicated to and instilled into project team and organization

Ensures that project objectives and schedules are aligned with company objectives and, measures the success of the project.

Leads organization through change management process, enabling effective management of resistance to change.

PROJECT TEAM ROLES & PROJECT TEAM ROLES & RESPONSIBILITIESRESPONSIBILITIES


Project Manager (PM)

Program support activities which include: Establish documentation and procedural standards Prepare a detailed project plan Prepare and submit weekly status reports Maintain, modify time line and ensure adherence Define program policy and procedures Organize team building activities

Program control activities which include: Define and establish performance measures Define the implementation approach/methodology, project management

tools and standards for the program Assists in the development and maintenance of the rollout schedule Owner of the change control process for project deliverables

Program Quality Assurance activities which include: Advise and monitor quality of deliverables Advise on potential risk and risk management Advise on program plan Report progress to Project Sponsor and Steering Committee Participate in weekly Project Leaders meeting Conduct formal reviews at the completion of each phase to determine if the

progress and quality of the effort is sufficient to begin the next phase

PROJECT TEAM ROLES & RESPONSIBILITIESPROJECT TEAM ROLES & RESPONSIBILITIESFOR BLUEPRINT PHASEFOR BLUEPRINT PHASE


Team Lead (TL)

Provides a big picture view of the project goals and vision, while performing detailed analysis tasks

Owns the process areas, along with day-to-day management of the business area’s

Provide key contributions to the effort to analyze and document the decomposition of the company’s business processes

Conduct workshops and presentations to validate business processes

Works closely with the support team in the design and development of functional specification for authorizations, reports, interfaces, conversions and enhancements

Core Team Member

Identify detailed business requirements

Identify, document, resolve and escalate issues

Identify best practices

Execute assigned tasks within the project plan

Develop functional design specs for authorizations, reports, interfaces, conversions, and enhancements

Participate in workshops and presentations to validate business processes

PROJECT TEAM ROLES & RESPONSIBILITIES PROJECT TEAM ROLES & RESPONSIBILITIES FOR BLUEPRINT PHASEFOR BLUEPRINT PHASE


Subject Matter Expert (SME)

Participate in workshops and presentations to validate business processes

Identify detailed business requirements

• Provide subject matter expertise

Identify best practices

Process Owner Council

Review and Approval of New and Revised Business Processes as request by Project Team Leads

Chairperson agreement on signoff on key project and phased deliverables

Provide vision and decision support to Team Leads

Expedite Issue Resolution and Decision Process

Advisors to the Steering Committee and Project Sponsor

3 Project Kickoff Template

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