Project Management PlanEquipment and Works Data Continuous Improvement ProjectWR 3527

Project Management Plan

Equipment and Works Data Continuous Improvement ProjectWR 3527Prepared by:

Ian BaldwinStandards Policy and Data Quality18 December 2012This document must not be made available to persons outside Western Power without prior written approval of Western PowerReleased to the University of Adelaide for Marking Purposes only

Uncontrolled document when printed. Printed copy expires one-week from print date. Refer to DMS for current version Print date: 13 December 2012About this document

Custodianship

Custodian:P&PM

Distribution list

When this document is updated, the following people must receive a copy of the updated version:

NamePosition/title

Andy Neemann DM&Q Manager / Project Sponsor/ System Owner

Nicholas HowardTeam Lead Enhanced Information Services / Business Project Manager

Ian BaldwinPrincipal Project Coordinator/ Program Manager

David FyfeBranch Manager Network Performance

Gavin ForrestBranch Manager Standards Policy & Data Quality

Marinko Gaspar IT Project Manager

Sharon BraidingBusiness Intelligence (BI) Manager

Document version history

VersionDateChange request no.AuthorAmendment

118/12/2012N/AI. BaldwinInitial

Related/referenced documents

Note all documents are to be held in the project folder with in Western Powers Document Management System (DMS) inline with Western Powers Records Keeping Policy. All signed documents are to be scanned and entered into the DMS. All documents referenced are to be prefixed by DM # then the DMS Number. All project Documents are to be controlled through the Project Document Register.Document titleDocument ID (DM #)

EWD Project CharterDM#6826913

Information Needs Management PlanDM# 5235062

IT Service Management Change ManagementDM#2010374

Risks, Issues and Dependency LogDM# 5236897

Implementation ApproachDM# 5463504

Business Case for CIPDM#9202721

CIP Scope DM#10114737

EWD Risks & Issues LogDM#9689902

Project Status ReportDM#5294191

Project Handover BI Checklist for P2SDM#8747465

Project Document MatrixDM#9752358

ApprovalNameRoleSignatureDate

Andy NeemannProject Sponsor

Contents

11Purpose of document

12Executive Summary of Project Charter

12.1Value proposition

12.2Impact to Stakeholders

23Project agreements

23.1Approval

23.2Project description

23.3Scope

33.4Assumptions

43.5Constraints

43.6Acceptance

43.7Critical success factors

53.8Project costs

63.9Budget tracking

73.10Business Benefits

103.11Safety

114Project approach

114.1Overview

124.2Implementation Approach

124.3Outline

124.4Software Development Lifecycle (SDLC) Methodology

124.5Organisation Processes and Enterprise Deliverables

145Project management controls

145.1Risk management

155.2Issue Management

165.3Change Management

175.4Quality Management

185.5Inter-dependencies

196Communications Management

196.1Stakeholder Assessment

206.2Communications Plan

227Project Organisation and Responsibilities

227.1Resource Plan

237.2Governance / Roles and Responsibilities

288WBS & Schedule

288.1WBS

288.2Schedule

1 Purpose of document

This Project Management Plan is written by SP&DQs Principal Project Coordinator with support from the project team and is approved by the Project Sponsor. It describes what the team plans to produce (interim and final deliverables) and what resources are needed to produce it.

It is used to:

Demonstrate the Project Manager's understanding of the project requirements.

Guide project execution. Document project planning assumptions and decisions. Provides a baseline for progress measurement and project control. Facilitate communication among stakeholders.2 Executive Summary of Project Charter

Western Power utilises a number of systems and spreadsheets to manage and report on its distribution and transmission assets, and the associated work performed on those assets. As the need for better visibility of consolidated information grows, it is becoming increasingly difficult to produce consistent results from these disparate sources.

2.1 Value propositionThis data warehouse solution will consolidate the equipment and works related data from these multiple sources into an integrated and validated source to improve reporting and enhance analysis. This will allow the business to make more informed decisions by making the right information, at the right levels of granularity, at the right time, readily accessible to the right people in the organisation.

2.2 Impact to StakeholdersThe business Impact of this Project will be through the provision the ability for Western Power to make more informed decisions by providing accurate and timely information.

The outcome will be the streamlining of Western Powers management reporting processes and removing the reliance on custom reporting solutions currently provided in MS Access and MS Excel, and which are supported and maintained by key business users. The Project Charter can be accesses in detail at (DM#6826913)

3 Project agreements

This section defines key management outcomes in the project.

3.1 Approval

The Equipment & Works Data Warehouse Continuous Improvement Business Case was signed by the CEO on 21/10/12. The Business Case covers the project which relates to the build, test, and deployment of the previous descoped, partially delivered, unresolved defects and enhancements identified in previous EWD projects.This project was initiated with the release of interim funding for Business Case EWD CIP DM#9202721.This project covers the enhancements as outlined in Section 3.3, for the duration of FY 12/13 and all phases, stages and iterations achievable during the time frame.This Project Management Plan covers the EWD CIP. It will be periodically revisited and updated through out the life of the project.3.2 Project descriptionTo deliver unresolved components of the Enterprise Data Warehouse.3.2.1 LocationThe EWD CIP will be conducted and built on site at Western Powers Head Office 363 Wellington Street Perth WA 6000.

It is important to ensure that the project objectives are stated from the Sponsors perspective and that they capture time, cost and quality considerations.

3.3 Scope3.3.1 In Scope

In scope items for the EWD Continuous Improvement Project are outlined in the CIP Scope Register DM#10114737 and approved in the Business Case DM#9202721. Below is a list of those items approved for delivery in this project. For additional information about each requirement refer to the Scope Register DM#10114737. For test cases that relate to the deliverable, utilise the Requirement Unique Identifier in Quality Centre, Western Powers Testing and Defect Management Tool, under EWD CIP Project: Time Based Reporting Old MS Access Snapshots into Oracle. Query and View SPIDA Data via SPIDA. View All Network Asset Data Spatial and non-Spatial by time. Management of Abandoned Attributes. Historical Streetlight Data.

Network Topology Subject Area.

Incorporation of SPIDA - Only Electrical Components in EWD.

Removal of Redundant Fields.

Access Data Sources External to COGNOS.

Inclusion of Carrier Data.

Spatial Indexing.

EWD Notifications.

ESRI Capability.

Removal of Cognos Framework Expressions on Fields.

Data Profiling.

Performance Tuning.

Specification Definition.

Disaster Recovery.

Communications and Controller Information into EWD.

OSDS Database Field Corrections.

EWD Documentation.

EWD Content Reporting.

SPIDA Attributes.

Changes in Source Systems.

Ability to create Mandatory External and Critical Internal Reports via EWD.

Physical Connectivity.

Represent spatial data in a one to many relationships.

3.3.2 Out of scope

The following are excluded from the scope of the project:

Operational reporting needs and information outputs required in real time. Data not related to relevant Equipment and Works processes and functions. Changes to underlying systems except where it is necessary to produce an Extract, Transform, and Load (ETL) output for population in the data warehouse. Improving the quality of the underlying Equipment and Works data in the underlying source systems. General user training relating to the use of reporting tools such as Cognos (except for new users exposed). Requirements which cannot be met due to the lack of support from the current underlying business processes. Anticipating future requirements as a result of new, to-be-defined business processes.

3.4 Assumptions

An evaluation period of 5 years was utilised in financially assessing the considered options.

Western Power's information needs will largely stay the same even with the introduction of new operational systems and business processes. Should a change result in the redesign of a part of the data warehouse, this will be accommodated through a Change Request. Data quality issues identified by this project will be addressed by existing Western Power business units responsible for this function and not by the project. Ongoing operating costs are based on: An additional 50% of a Business Intelligence resource will be required to support this component of the warehouse on an ongoing basis; hardware costs of $10,000 p.a. based on ITs assessment of disk storage required and training costs of $10,000 p.a. based on 5 power users to be technically trained to use IBM Cognos.

The project will conform to the current Business Intelligence access model which will determine an individual user's view of information. This project will contribute to and support business impact on reporting processes but it will not manage any resulting changes to data capture or data usage processes. The ISAM project delivers asset and condition data to Ellipse in accordance with its time schedule at the time of writing this Project Management Plan. Should a significant change result in the ISAM projects time schedule, the funding impact to EWD will be accommodated through a Change Request. The ISAM project modifies the Work Order and project structures in Ellipse in accordance with the projects time schedule at the time of writing this business case. Should a significant change result in the ISAM projects time schedule, the funding impact to EWD will be accommodated through a Change Request.3.5 Constraints

Operational priorities may take preference over projects, therefore the implementation of the recommended project will need to be cognisant of, and operate within these constraints.

The overall project is delivering to a predefined platform in terms of hardware, database and Business Intelligence software.

ISAM and EWD projects are dependent on some aspects of each other (inter-project dependencies); the two projects may also have specific tasks that depend on each other (cross-project links). Although this will be tracked and managed, there is a potential for scheduling (schedule: The timing and sequence of tasks within a project. A schedule consists mainly of tasks, task dependencies, durations, constraints, and time-oriented project information.) shifts and can become a constraint.3.6 Acceptance

The Project will be considered accepted when all key project deliverables as listed in Section 3.3.1 have been approved and signed off by the relevant stakeholders inline with the exit criteria for each requirement as per the Scope Register DM#10114737.3.7 Critical success factors

Time and Cost are objective success criteria. This section describes the subjective factors that will ensure success of the project's design, development, and implementation. The question that should be resolved with the Project Sponsor, Client and Project Team is What will the project team deliver on the last day of the project and how will the successful achievement of that be judged?

The critical success factors for this project are:

Scope - A clearly articulated and controlled scope from a process and functional perspective. Resource - Appropriate and dedicated business and technical resources. Team - Close working relationships between the Project Team, the Business Intelligence Group, and the External Service Provider. Change Management - Reinforcement of the change by all levels of management to ensure the solution changes behaviours and becomes enduring in the business. Strong expectation management, ensuring that business users are aware of the technical and scope limitations of the data warehouse.

Data Quality Acceptable level of quality data in the warehouse at the time it goes live into production. Capability - Competent people in the key user roles who have the capability and desire to exploit the solution being delivered. Dependences The vast majority of deliverables for this project rely on sources systems and the data they hold. If these do not in exist or required to be modified to hold new data then the ISAM Project is accountable for delivering these source systems as per there published scope of work. Any delays to the delivery of theses systems or the data they hold will have a negative impact on some of the deliverables for the EWD CIP Project even though they may have a high priority rating.The following table provides a summary of the project priorities:

ConstrainAcceptEnhance

CostY

TimeY

ScopeY

Constraints The budget and time is to be constrained. The scope will be adjusted and reviewed at the end of each cycle to ensure that balanced focus is maintained on business operational pressures and alignment to strategic goals. Business priorities will dictate changes to the schedule and opportunities to bring forward deliverables may be explored. Any significant changes required or caused by ISAM or any other upstream project i.e. Non or late delivery of dependant data or systems will have an adverse effect on the priority of projects scope items.3.8 Project costs

The expected costs for the EWD CIP are outlined in this section. The figures depicted in this section are derived from the EWD CIP Business Case Finance Work Sheet (DM#907623) and should be referred to if more detail is sought.

3.8.1 Capex costing

Below are the rolled up costs for the Capex component of the EWD Project

Option One

2012/132013/142012/132013/14

1Fixed Cost and Time Set @ $1.5m per annum $875,000 1 $1,500,000 1 $875,000 $1,500,000

- -

- - -

$875,000 $1,500,000 875,000 $1,500,000

risk allowance 87,500.00 $150,000

Totals 962,500.00 $1,650,000

total option one $2,612,500.00

3.8.2 Ongoing OPEX Cost

Below is the estimate of ongoing OPEX cost attributed to support the solution once the first iteration has gone live.

Cost CategoryYear 1$MYear 2$MYear 3$MYear 4$MYear 5$MTotals$M

Training$0.01$0.01$0.01$0.01$0.01$0.05

Hardware$0.01$0.01$0.01$0.01$0.01$0.05

BI Support$0.09$0.09$0.09$0.09$0.09$0.45

Totals $M$0.11$0.11$0.11$0.11$0.11$0.55

Training Costs based on 5 people trained per year for a 2 day training by a technical specialist

Technical Specialist Hourly rate$123

2 Day Course rate$1,850

BI Support Agreed through discussion with IT (DM#9123737), Estimated at 50% of a BI Analyst resource

BI Analyst Hourly Rate$93

Yearly Cost$181,994

Support and Hardware Requirements agreed through consultation with IT (DM#9123737 and DM#9123738)

3.9 Budget trackingThe projects budget will be tracked and reported on fortnightly by the Business Project Manager utilising the Budget Tracking Spreadsheet DM#5612430. Budgets will be reconciled at the end of the Month against figures provided from Group Commercial extracted from Ellipse ERP.

Budget Tracking Spreadsheet DM#5612430

3.10 Business Benefits

Western Power's Business benefits definition can be found in DM#8811026. Details of the benefits realisation plan for this project can be found in DM#9057766. In addition it must be remembered that this project will return functionality in certain areas that was not transferred in previous EWD projects due to descoping and removing negative benefit.

3.10.1.1 Type I Benefits - Direct Financial savings

This project will have no direct budget reduction impact as the primary objective is to improve information quality and deliver functionality that should have been delivered to replace legacy systems in previous EWD projects. 3.10.1.2 Type II Benefits Economic Value - $833,544 Present value over AA3 period

The use of the EWD tool across the business will result in the reduction and some cases the avoidance of field visits. The main identified motion time saved. The areas of the business that own and will realise theses benefits as well as the breakdown can be found at DM#9057766.3.10.1.3 Type III Benefits Social ROI: 65% Strong

Overall T3 Benefits impact

3.10.1.4 Specific T3 Benefits

TitleDescription & AssumptionsImpactMetric to be used for evidencing benefits

Governance and Compliance

Location of assets data qualityThe EWD system will support the validation of the assets location data contained in Western Powers records which are currently not always sufficiently accurate to enable planning work to be carried out without field visit. EWD will support the data quality effort but is not the sole contributor.MinorEvidencing is problematic as benefit is distributed across numerous projects and investigations.

Safety

Workforce safetyReduction in field visits will reduce workforce exposure to potential safety risks. MediumEvidencing is problematic as benefit is also impacted by factors outside this project.

Customers & External stakeholders

Customer serviceThe up to date and historical view of location of assets provided by EWD will enable improved accuracy and speed of reply to customer queries. It may also enable recovery of costs from customers that would not have previously been supported by sufficient evidence.MinorVisual checking of site work status against claims for payment or scope change to Western Power will recover costs from customers where customers are liable for payment. The audit reporting will confirm that no undue payment was made by Western Power where it could have been recovered.

ReputationEWD forms part of the enabling initiatives that Western Power is undertaking to strengthen its internal governance and ensure that decisions are made based on accurate data. This will contribute to deter public criticism of Western Power's governance and safeguard reputationMinorEvidencing is problematic as benefit is also impacted by factors outside this project.

Environment

Works Management Risk MitigationEWD will contribute to improve the quality of planning, prioritising and implementation process of works management with up to date reports of Western Powers Assets. HighAuditing and reporting against contracted works to track and log instances of contractor omission.

People & Culture

Accountability culture A transparent process and fact based decisions making may result in an improved OCI rating.ModerateEvidencing is problematic as benefit is also impacted by factors outside this project.

3.11 Safety

All project personnel, including contractors, will be governed by the Western Power Safety Manual (DM#3403146) and will undergo the relevant site inductions prior to commencing work at the site.

4 Project approach

4.1 Overview

Given the expected level of change within Western Power over the life of this project, a flexible approach to project delivery will be required. As a result, a staged approach to implementation will be adopted. Each stage or Iteration will target one or more information subject areas and will be treated as a deliverable in its own right. Iteration will deliver the following:

The reporting subject areas for ad-hoc analysis

A set of standard, pre-built reports (the exact reports that will be delivered will be determined in the detailed analysis of each sub-phase)

Training for end users

Metadata to provide visibility of the source of the data and the transformations that have been applied to it

The subject areas to be delivered during the project are listed below. One or more subject areas will be delivered within each sub-phase. This sequence is aligned with the business priority and needs:

Modify data feeds into the data warehouse to source equipment and defects information from Ellipse;

Modify data feeds into the data warehouse for Transmission Wood Pole information from Ellipse rather than TLS and TRIS;

Data warehouse modification to cater for work order and project structure changes initiated by Mobile Workforce Solution and ISAM. Changes to impacted business reports will need to be undertaken by the business power users;

Load snapshots of historical DFMS data, which is currently stored in a stand-alone database, into the data warehouse and decommission the stand-alone database;

Create reports that are currently provisioned from TIPD and DAMP databases to allow business continuity as underlying systems are replaced;

Enhancements to previous delivered prebuilt reports and creation of new reports that will ensure business continuity and the take-up by the business is maximised;

Requirements and/or Analysis Phase of the following items:

Secondary Systems Asset Reporting with a view to replacing current reporting systems as the assets get moved into Ellipse;

Enhance the view of equipment in the data warehouse to provide a topological view, showing connectivity relationships between individual pieces of equipment;

Automate the reliability reporting back end process to eliminate manual data extracts and consolidation, including sourcing TCS data from the data warehouse;

Incident Reporting for Feeders; and

Integration of the SPIDAWeb GIS platform with the Cognos reporting suite to allow spatial analysis of equipment.

4.2 Implementation Approach

The method in which the Project plans to deliver the Equipment and Works Management data warehouse is detailed in full within the Implementation Approach document (DM #5463504).

The remaining subject areas as identified in the Implementation Approach document may be addressed in a future phase of the project and is outside the scope of this Project Management Plan.4.3 Outline

Once into the build phase the project will run on a 6 week iterative cycle. The list of approved scope items are those identified as required at the start of the project. At week five of the iteration cycle a review of the requirements will be conducted. Any new requirement raised at the EWD Focus Group will be prioritised with the existing requirements and recommendation as to what will be in the next iteration will be presented to the Steering Committee with sign off by the Project Sponsor, within the limitations and constraints as outline at 3.7.

4.4 Software Development Lifecycle (SDLC) Methodology

As there will be two IT streams one for Extract Transform and Load (ETL) and the other for Business Intelligence (BI), there will be two SDLC methodologies utilised on the project a waterfall approach will be implemented for ETL and an AGILE approach for BI. ETL lends itself to waterfall as once the requirements are clearly articulated the development can be based against clear rules. ETL impacts databases there structure and the passage of data from one to another. BI lends itself to AGILE as the IBM COGNOS package and its Graphic User Interface (GUI) can be configured subjectively. By having the business involved through out the development, expectations and points of view can be managed effectively to develop rich reports that meet requirements and provide a look and feel that meets or exceeds expectations. 4.5 Organisation Processes and Enterprise DeliverablesIn unison with the delivery of the scope items standard deliverables and who is authorised to accept the deliverable is listed below. By outlining who is authorised to accept the deliverables ownership, responsibility and ultimate accountability can be established with out ambiguity. WBS #Deliverable DescriptionAcceptance By

Project Management PlanA document outlining the approach, together with the scope, duration, assumptions, issues, risks and constraints. Project Sponsor

Physical data model Physical data model for the subject areas within the scope of this Statement of Work* developed in the Power Designer tool.BI Manager

Conditions Requirement SpecificationRequirement Specification for the Equipment Conditions and Condition Summary subject areas.Project Sponsor

Conditions ETL SpecificationETL Specification for the Equipment Conditions and Condition Summary subject areas.BI Manager

Conditions solution in productionData warehouse and reporting solution for Conditions subject areas tested and deployed in productionProject Sponsor

Equipment Requirement SpecificationRequirement Specification for the Equipment Detail and Equipment Summary subject areas.Project Sponsor

Equipment ETL SpecificationETL Specification for the Equipment Detail and Equipment Summary subject areas.BI Manager

Equipment solution in productionData warehouse and reporting solution for Equipment subject areas tested and deployed in productionProject Sponsor

Network Load Requirement SpecificationRequirement Specification for the Network Load subject area.Project Sponsor

Network Load ETL SpecificationETL Specification for the Network Load subject area.BI Manager

Network Load solution in productionData warehouse and reporting solution for Network Load subject area tested and deployed in productionProject Sponsor

Network Incident Requirement SpecificationRequirement Specification for the Network Incident subject area.Project Sponsor

Network Incident ETL SpecificationETL Specification for the Network Incident subject area.BI Manager

Network Incident solution in productionData warehouse and reporting solution for Network Incident subject area tested and deployed in productionProject Sponsor

Network Reliability Requirement SpecificationRequirement Specification for the Work Summary subject area.Project Sponsor

Network Reliability ETL SpecificationETL Specification for the Work Summary subject area.BI Manager

Network Reliability solution in productionData warehouse and reporting solution for Work Summary subject area tested and deployed in productionProject Sponsor

5 Project management controls

Project management controls provide an understanding of how threats to the successful delivery of the project are managed. These threats may be in the form of risks, issues, stakeholder disagreements or scope variations.

5.1 Risk management

For the purposes of this plan, a risk is defined as: Any item that is foreseen to potentially affect the project from being completed on time, within budget, or from meeting its objectives.

The risk management process described in this plan is, as far as is reasonably practicable, consistent with Western Powers corporate risk management framework.

A risk log is maintained for the project. It will be used to provide an overview of the status of the identified risks and will support the development of mitigation and contingency plans.

The project manager will review the risk log on a fortnightly basis and key risks will be tabled at each project team meeting and included in the project status reports that are sent to all stakeholders.

The risks identified for the project are listed in the table below

Risk description (Inherent Risk)Inherent RiskMitigation / Containment / Treatment/ AcceptResidual Risk

Insufficient Western Power resources are available to meet the proposed timelinesExtremeCommunicate resourcing requirements early and regularly. Bring in external parties where possible.High

Quality of source data not known or overestimated adding significant time for data cleansing activities.ExtremeConduct data analysis early and provide results to Data Quality project for correction; Implement cleanest data first; categorise data quality and provide to users.High

Scope continues to expand as new requirements are identified during the projectExtremeAgree requirements and put under strong change control. Use conference room pilots to validate requirements early.High

Dependent projects do not meet their published schedule, jeopardising the implementation timeframes of this project

ExtremeCommence applicable build activities only when ISAM design and source to target mapping has been completed, and delivery schedules are firm.High

Significant changes are imposed on this project resulting from changes to source operational systems.ExtremeBuild warehouse based on common process and terminology.Moderate

There may be a difference in the figures reported out of the data warehouse compared to other systems leading to a lack of trust in the numbers and therefore a lack of acceptance of the solutionExtremeReconcile all data in the warehouse back to as many potential sources as feasible. Explain what transformations have happened to data on the way in to the data warehouse. Ensure suitable governance in place to determine the "source of truth" High

The scope of deliverables cut across a number of existing subject areas in the data warehouse with the potential to implement duplicated functionalityExtremeInclude an Architect role on the project, one who is familiar with all warehouse subject areas and who can work alongside the ES and BI teams; extensive review of data models and ETL approachHigh

The complete list of risks and issues can be found in the EWD Issues, Risk and Change Log (DM#9689902). An extraction of the Risk Log being built at the time of this PMP is shown below Equipment & Works Data Warehouse Risk Register

5.2 Issue Management

An issue can be defined as A risk that has come to fruition

An issues log will be maintained for the project in the EWD Issues, Risk and Change Log (DM#9689902). It will be used to support control of outstanding issues.

The project manager will review the issues log on a fortnightly basis and key issues will be tabled at each project team meeting and included in the project status reports that are sent to all stakeholders.

Issue will be addressed on severity and action taken will be dictated by the impact. An extraction of the Issue Register being built at the time of this PMP is shown below:

Equipment & Works Data Warehouse Issue Register

Explain how the project team will manage risks i.e. uncertainties that might affect a project. This should include how risks will be identified, assessed, mitigated, recorded and how they will be communicated.

Explain how the project team will manage issues i.e. items for immediate action. This should include how issues will be identified, allocated, recorded, closed and how they will be communicated.).

5.3 Change Management

All project changes shall be detailed in the project change control log contained in the EWD Issues, Risk and Change Log (DM#9689902)The Sponsor, together with the Network Performance Branch Manager will approve any changes that impact scope, quality, benefits, cost, or schedule.

Approval for minor changes will be controlled via Email or meeting minutes (decisions).

Other changes of significance will use a formal change request process and templates to clearly quantify the impact of change. Such changes include any changes to scope, budget, and/or schedule. An extraction of the Change Register being built at the time of this PMP is shown below:

Equipment & Works Data Warehouse Change Register

Explain the process for managing change and how the project team will revise the project plan (in response to problems or requests for changes).

5.4 Quality Management

The following quality management activities will be performed:All documentation prepared by this project will be peer checked and will undergo review and approval process for acceptance by relevant support groups. All documents are to be captured in the project file TT/119/3427(7N)V1 in the Document Management System (DMS). An extraction of the Document Register being built at the time of this PMP is shown below:

Equipment & Works Data Warehouse Document Register

The Architectural Review Group (ARG) will be engaged for review and acceptance of Technical Solution;

All Server builds will be built in accordance with standard build and testing processes to the Standard Operating Environment (SOE) standard;

All applications developed/configured by the project will be system tested by Quality Centre team and Defects prioritised and addressed. Testing report discussed and approved by project sponsor prior to production implementation;

All deliverables produced by the External Service Provider (Wipro) will be reviewed by the Western Power BI Team to ensure adherence to Western Power architectural and technical standards;

End user training will be provided for all users requiring access to the solution. A combination of internal training as well as external (vendor) training will be provided where appropriate for the expected level and type of use of the system;

User Acceptance Testing will be completed and signed off 1 week prior to production implementation, and

All implementations and production changes will comply with Western Powers IT Service Management Change Management policy and criteria (DM#2010374).

5.5 Inter-dependencies

Dependencies are recorded in the EWD Issues, Risk and Change Log (DM#9689902) under the interdependencies tab. The list of dependencies will be updated as the project progresses and as other project come online.6 Communications Management 6.1 Stakeholder AssessmentThis section identifies all parties who are impacted by the implementation of the project or who have an interest in the outcome. Table 1 below lists each stakeholder and identifies strategies for gaining support or minimising negative impacts.Table 1: Stakeholder Analysis MatrixStakeholderStakeholder Interest(s) in the ProjectAssessment of ImpactPotential Strategies for Gaining Support or Reducing Obstacles

Andy NeemannProject SponsorResponsible for governance of data warehouse and addressing data quality issues. His people will be key users of information. Ultimate approver of documents/decisions.1. Regular project status updates

2. Information about how change is being managed - understanding any resistance of the business

3. Business buy-in

4. Measuring success of the project - improvements after implementation

Program Steering CommitteeProvides oversight of project delivery and solution scopeRepresent key business users

Accountable for delivery1. Project Status updates

2. Key milestones and dates

3. General updates

End usersWill utilise the information made available through the solution deliveredRequire access to the new EDW - change to the way the task is performed so require training1. Project Status Updates

2. Go-live date and key dates

3. Training and support available

4. Overview of the project, rationale, expected benefits / outcomes and new system, out of scope

5. How to obtain access to the new EWD

Other Foundation Transformation Projects (FTP)Common set of end users. Some reporting and analytics required by other FTP projects to be delivered through EWDInterdependencies between EDW and other FTP projects - need to be aware of and manage these linkages and interdependencies

EWD similar set of users as other FTP projects1. Similar stakeholder groups for some parts of the project - Need consistent communications approach

Business IntelligenceWill support the solution once implementedRequire good understanding of the solution in order to support it. Will need to be involved in and approve the design1. Project overview and status update

2. BI - Project Go-live dates and BI role in training and support of impacted users

IT Service DeskProvide first level support of solution once implementedProject will be likely to have an impact on the volume of calls Service Desk receive post go-live1. Key project milestone dates (roll out of new system etc)

2. Technical briefings / support issues - overview of the system, any known problems / work around with the system, training available for users

3. Service transition to support plan (number of users impacted, expected volume of calls, work procedures for dealing with EWD calls etc)

6.2 Communications PlanProgress reports and briefings will be provided by a combination of meetings, emails and memos. This may be followed up with more detailed documentation. Possible reports and communication briefings are shown in Table 2.

Table 2: Progress Reporting and Briefings

Report or Briefing typeTypeAudienceWhen/Regularity

Team briefingsMeeting (face-to-face)Project team membersDaily/weekly/monthly

PSR Standard Western Power Project Status ReportProject team, technical support staff, IT Branch team leaders and steering committee.6th working day of each month for the duration of the project

Checkpoint meetings (if issues are impacting progress) Meeting (face-to-face or conference call)Project team, technical support staff, IT Branch team leaders and steering committee.As required

Go-Live announcement for major deliverablesEmailIT Branch team leadersAs per Project Plan for each phase

Explain how the project team will manage stakeholders. Indicate the communication plan and how will issues and disagreements be managed.

The Project Status Report (PSR) is a mandatory report that is distributed and reviewed with the Sponsor on a regular basis. This section should state the frequency of the PSR and who it will be distributed to in addition to the sponsor. Any other project reporting requested by the Project Sponsor should be detailed here.

7 Project Organisation and ResponsibilitiesThe section defines the project structure, the type of resources required and the expectations of the individuals and groups associated with the project. There must be clear definition of the skills and commitment required for each resource. Specific names may not be known at this stage of the project; in this case the role is included but the name has been left blank.

7.1 Resource Plan

The following resources will be working on the project:

RoleNameResponsibilitiesWhen

Project Manager BusinessNicholas HowardOverall Project DeliveryFull time for the duration of the project

Project Manager ITMarinko GasparIT Project DeliveryFull time for the duration of the project

Project SponsorAndy NeemannProvides scope and vision. Involved in status and risk review. Makes business resources availableIntermittently for the duration of the project

Program ManagerIan BaldwinProvide overall project governance and point of escalation for administrative issues.Intermittently for the duration of the project

Equipment and Works Data Warehouse Solution LeadSundy Thjin

Act as a change champion for the solution. Take accountability for the solution design and the functional specification. Provide leadership to the core team, SMEs and Business Representatives when they are involved in designing the solution in detail.Full time for the duration of the project

Asset and Works sub-program Solution LeadsPeter Chomiak

Paul Keating

Vera Van Jaarsveldt

Validate solution design from the perspective of the other projects within the Asset and Works sub-program. Provide input to the project on the proposed solution of their respective projects.Intermittently for the duration of the project.

Solution ImplementerWiproResponsible for designing and building a solution that satisfies the business requirements. Provide knowledge transfer to the WP BI Team on developed solution.Full time for the duration of the project

Quality AssurerWestern Power Business Intelligence TeamResponsible for ensuring deliverables comply with Western Power technical and architectural standards.Intermittently for the duration of the project.

BI ArchitectWestern Power Business Intelligence TeamProvides expertise on data warehouse architecture and Cognos architecture within Western Power.Intermittently for the duration of the project.

Business Subject Matter ExpertWP Business Unit representativesProvides expertise on business areas, processes, and requirements.Intermittently for the duration of the project.

Technical Subject Matter ExpertWP BI Team, WP Data Management TeamProvides expertise on source systems and existing data warehouse subject areas.Intermittently for the duration of the project.

7.2 Governance / Roles and Responsibilities

The roles and responsibilities of the three key team members of Project Sponsor, IT&T Group Project Manager and the Client Project Manager must be documented. Templates for each of these roles, and others, are provided in reference document DMS#801811 Project Roles and Responsibilities. Additional responsibilities may be added as agreed. Other project roles and responsibilities should be included here.

This section defines the roles and responsibilities of the individual resources and groups working on the project. This helps to ensure that all resources are aware of their project responsibilities. The diagram below outlines the Governance Structure for the EWD CIP:

EWD CIP Governance Model DM# 98700063

7.2.1 Project Sponsor Andy NeemannThe Project Sponsor provides the scope and vision for the project and is ultimately accountable for the delivery of the product or service that the project has been commissioned to develop. The Project Sponsor is usually a senior manager who initiates the project and provides executive support for the client and FTP Project Manager/s. They assume responsibility to the business for achieving forecast returns on investment and/or realising project benefits as detailed in the Business Case. They will be involved in on-going reviews of the project and the identification and review of project risks.

The Sponsor is responsible for:

Single point accountability for the project and its business values/benefits

Approving the Project into Project Start-up and in Project Planning, resulting in production of a Project Plan.

Funding the project.

Ensuring that a common understanding of project scope, budget, level of risk, time frame and project deliverables is achieved with the Solution Lead and the Project Manager.

Reviewing project status and progress.

Making project Go/No Go decisions.

7.2.2 Project Manager Nicholas Howard (Business) / Marinko Gaspar (IT)The Business Project Manager is accountable for overall delivery of the Project and the IT Project Manager is responsible delivering the IT&T components of the project. The Project Manager is accountable for understanding the scope, budget, timeframe and quality expectations and translation into a Project Plan. The Project Manager is accountable for managing the project on a day-to-day basis and enabling the Project Team to create and execute the deliverables as specified in the Project Plan.

The Project Manager is responsible for:

Ensuring that the project management phases and the project lifecycle are aligned and all project deliverables are specified in the project plan.

Creating the project plan and ensuring it is approved by the Project Steering Committee prior to developing the product or service the project is expected to deliver.

Day-to-day planning and management of the project to ensure project targets (e.g. scope, time, cost, quality and DRP) are met.

Managing stakeholder input communications and expectations.

Endorsing the key deliverables and outcomes throughout the project.

Conducting Progress Reviews and Project Status Reports with the Project Sponsor and Solution Lead.

Engaging Support team leaders through all stages of the project to ensure full consideration is given to planning and managing support (where required) for deliverables.

Clear delineation of responsibilities of each PM and the Governance Structure Can be found in the EWD CIP Governance Model DM# 98700063.7.2.3 Program Manager Ian Baldwin

The Program Manager roll is to focus on the project interdependencies with other projects and helps to determine the optimal approach for managing them. Actions related to these interdependencies may include:

Resolving resource constraints across the program;

Align the project and program goals and objectives to Western Powers strategic direction; and

Resolving issues and change management within a shared governance structure.

Act as a point of escalation for issues within the program of work.

7.2.4 Equipment and Works Data Warehouse Solution Lead (Client Rep) Sundy ThjinThe Solution Lead is accountable for defining a solution which will deliver the Sponsor and stakeholders the organisational transformation required. Along with the Project Manager, the Solution Lead is a key player in the Project Management Team.The Solution Lead is responsible for:

Taking accountability for the solution design and the functional specification.

Being Western Powers evangelist for the Equipment and Works Data solution.

Acting as a change champion for the solution and project.

Taking an enterprise perspective on the solution to ensure an integrated Whole of Business solution is designed and developed over time.

Appling his knowledge of Western Powers processes and systems and industry best practice to define the best solution for the projects business requirements.

Drive the identification and acceptance of feasible alternative solutions, recognising constraints such as system functionality, user impact, level of change, and time to implement; taking a clear position on what they believe is the optimal solution for Western Power.

Transferring the appropriate business and technical knowledge to project team members as required.

7.2.5 Project Steering Committee

The Project Steering Committee is a key decision body that provides guidance and advice to ensure that project deliverables are met. Committee members are normally executives representing impacted areas of both IT and the client (and include the Project Sponsor).

The Project Steering Committees key responsibilities are:

Setting of policy/strategy for the project

Resolving issues that cannot be resolved within the project team

Reviewing and providing input to project deliverables

Approving any significant changes in policy or direction to the project

Approving change requests that impact project schedule or budget

Reviewing of project risks

7.2.6 Asset and Works sub-program Solution Leads (EWD Focus Group)The Asset and Works sub-program Solution Leads are the equivalent of the Equipment and Works Data Solution Lead for the other projects within the Asset and Works sub-program. All Solution Leads work together to ensure an integrated Whole of Business solution is designed and developed over time.

The Asset and Works sub-program Solution Leads are responsible for:

Liaising with the Equipment and Works Data Warehouse Solution Lead to ensure each projects solution aligns with an integrated, enterprise view of information

Along with the Equipment and Works Data Warehouse Solution Lead, determining the business priorities in relation to the scheduling of specific deliverables during the implementation phase

8 WBS & Schedule

8.1 WBS

A WBS DM# 10250496 has been provided to highlight the main tasks that are to be performed within the EWD CIP. The WBS has been rolled up to three levels to allow for it to be utilised when describing where elements of the project are working. For more detail of tasking please refer to the Project WBS Dictionary DM# 102405678 or for progress the Project Status Report or Schedule DM#5294191.

8.2 Schedule

The schedule below shows the rolled up components to be implemented. The content and priority of delivering scope items are dependent on other projects (i.e. ISAM2) meeting their implementation schedules.The project schedule is designed to controlled and monitor the project. It is the responsibility of the Project Manager to monitor and maintain the schedule. The schedule is reported on fortnightly in the Project Status Report and reviewed by the Program Manager for quality purposes DM#5294191. Schedules are to be rebase lined after change requests and up dated fortnightly to reflect progress.

EWD CIP Schedule DM#5294191

Type

Description

Investment Decision

Requirements if primary driver

Evidence of realisation

Type 2

Cost avoidance

NPV positive

Non-Cashable

Evidence of reinvestment

Type 3

Mandatory

Obligations:

Statutory

Contractual

Internal policies & standards

Board or Executives directive

Demonstrate it is mandatory

Demonstrate the proposed option is the most cost effective way to meet requirements

Demonstrate consequences of non compliance:

- Financial (fines)

- Non-financial (reputation)

Compliance breach register

And appropriate authority validation (R&C, health check, internal audit, external audit, regulatory submission)

Type 3

Strategic

*******

Value at Risk

Strategic Direction

Take up an opportunity

Risk mitigation

Demonstrate strategic alignment

Demonstrate the current risk is above tolerance & target risk is acceptable

Demonstrate the value at risk using adequate metrics and indirect impact to P&L or Balance Sheet

Demonstrate the proposed option is the most cost effective way to meet objectives

Opportunity cost of not investing in the initiative

Evidence of strategic direction

Risk measure before and after investment using branch risk register & rating

And appropriate authority validation (R&C, health checks, internal audit, external audit, regulatory submission)

Type 1

Decrease in cost

Increase in revenue

Increase in productivity

Increase in liquidity

NPV positive

Cashable: $ budget journal

Demonstrate direct impact to P&L or Balance Sheet

Use financial ratios

DM#: 9987158v1

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