epsysimplementationproposal(编辑修改稿)

epsysimplementationproposal(编辑修改稿)内容摘要：

ed to focus the project team and the Steering Committee on critical activities, key decisions, milestones/due dates and issues. Weekly Project Team Meetings These meetings will be used by the project team members to report progress, address and resolve issues and make decisions on open issues. The weekly meeting will ensure the timely resolution of all issues ensuring a successful implementation. Biweekly Steering Committee Meetings These meetings will be used as a forum to report progress to the senior management, address and resolve open issues. During these meetings we will review resource and budgetary requirements, manage external relationships, approve any changes in project scope and sign off on the pletion of project deliverables. Quality Rating A+ Timeliness Project Issues Description Impact Action1. Resources to staff teams in the marketshas not been confirmed as mitted Progress is reliant ondedicated resources Alan Kornbluth hasacknowledged to hispeople the need to addressthe issues in a ??monthtimeframe2. The scope of the task forces work hasbeen subject to discussion focusing onwhether the work should be limited tothe environment in place when thereview took place or the current orplanned points environment includingcobrand.Expansion of the scope willhave a direct impact ontimeline for closure of auditpoints as well as resourcemitment.Agreement that the scopewill be restricted to theMMI environment as itexisted in 1994 and allfunctional updates but notnew reward programs(eg,including NAR butexcluding cobrand).Intention to restrict toachievable deliverable.3. The Role of Audit has been subject todebate. With the lack of experiencedresources, it is the wish that S. Roelike beutilized beyond audit review roleSuzanne抯 expertise isrequired to ensure progresson the delivery of processguidelines, etc.Betsy has mittedSuzannes time topletion of templates,but solely consultativesubsequent to that until thePrioritization process4. Access to BSI resources has beenhindered due to several personnelchanges and conflicting demands ontheir timeWithout dedicated BSIresources, the timeline willbe expanded considerablyas they are the criticalresource for fieldwork inthe marketsAlan issued a memo inearly May indicating anexpected 3 month has also agreed to thetimeline as outlined in thememo dated June 3.5. The plan assumes pletion of theproject as of the end of July. This targetdate remain very aggressive with thepeting time requirements of theresources involved6. The limitation of BSI抯 role to 慺 acilitating?pletion of the templates mayinvolve numerous handoffs.Without close BSImonitoring of progress 慽 nthe markets?pletiontargets are at risk7. Concern in the markets that there is areplication of the work that is being doneby audit, BSI and the task forceConfusion as to theobjectives of the task forcewill result in frustration inthe markets delayingresponses.Betsy will ensure that thecontent of the audits inEMEA are different15 PROPRIETARY and CONFIDENTIAL: Not for use or disclosure outside of Merrill Lynch except by written agreement. Major Activities  Create a munication strategy and plan that targets key messages to stakeholders and user munities  Prepare a training and development strategy that will guide the transfer of knowledge to “SuperUsers” or “business users” who are brought in early in the process and are involved in configuration of the system, creation of test data and execution of the test scripts  Create preliminary rollout plan to be finalized during the testing stage Deliverables  Communications Plan  Training and Development Strategy  Execution of Training and Development  Preliminary Rollout Plan The Communication and Knowledge Transfer activities span the duration of the project. A tailored Communication plan will build awareness of eprocurement, coordinate with other Merrill Lynch initiatives, and encourage collective ownership through validation with user munities. A training and development strategy will clearly outline how to transfer eProcurement knowledge to either “SuperUsers”, who would be responsible for ongoing operation of the system, or “endusers” who will utilize the system on a daytoday basis. Approach: Communications and Knowledge Transfer 16 PROPRIETARY and CONFIDENTIAL: Not for use or disclosure outside of Merrill Lynch except by written agreement. Major Activities  Develop detailed workplan, timelines, roles, and responsibilities  Confirm project scope and objectives  Finalize project staffing and facilities  Conduct project team kickoff meeting  Conduct / attend project team training  Verify assumptions  Define and confirm roles and responsibilities for Merrill Lynch and AA team members  Develop final workplan  Agree on formal deliverables, approach and deadlines  Develop project status reporting and issue resolution process  Develop standards for project administration Deliverables  Detailed workplans and timelines  Project organization chart  Sample deliverables package  Status report templates  Project tools and templates During the first week of the project Merrill Lynch and Arthur Andersen will jointly organize the project team and finalize the project scope. We will define roles and responsibilities for each of the project team members and tailor project tools and templates to meet Merrill Lynch’s environment. Approach: Organize Project 17 PROPRIETARY and CONFIDENTIAL: Not for use or disclosure outside of Merrill Lynch except by written agreement. Major Activities  Review CRP documentation  Receive signoff on future state processes  Develop detailed business rule specifications  Develop detailed user interface specifications  Work with。