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Finance System Replacement Project
Communication Strategy
Sponsor: Richard Cryer
Approvers: Finance System Project Board
Authors: Bridget Boylan
1 Distribution List
1.1 Draft
Richard Cryer Project Sponsor
Roy Bent Project Quality Assurance
Jeremy Ensor Project Training Manager
Kirsten Gillingham Project Change Manager
Mike Turner Project systems Coordinator
Andy Williamson University of London Communications Officer
1.2 Final
Project Board members
Project Team
Process Owners
User Steering Group
Purchasing Steering Group
1.3 Project Office Information
Project Title Finance System Project
Document Title Finance System Project Communication Strategy
Contact Name Bridget Boylan, Project Manager
th
Room 415, 4 floor, Stewart House
Russell Square, London, W1W 6UP
Tel: 020 7 Ext 2870
1.4 Change History
Version Date Issued Issued By Reason for Change
Draft 1.1 03/12/07 Bridget Boylan First draft
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Table of Contents
1 DISTRIBUTION LIST ..................................................................................... 2
2 INTRODUCTION ............................................................................................ 4
3 PURPOSE ...................................................................................................... 4
4 ASSUMPTIONS AND GUIDING PRINCIPLES .............................................. 5
5 COMMUNICATION APPROACH ................................................................... 5
6 SCOPE ........................................................................................................... 6
7 METHODS OF COMMUNICATION .............................................................. 11
8 COMMUNICATION STAGES ....................................................................... 13
9 COMMUNICATORS & AUDIENCE .............................................................. 14
10 COMMUNICATION ACTIVITIES ............................................................... 16
APPENDIX 1 – COMMUNICATIONS PLAN ........................................................ 18
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2 Introduction
This document states the communication strategy for the successful implementation of the Agresso
system by the Finance System Replacement Project and defines all the stakeholders, their
information needs and the methods by which accurate information will be delivered to them in the
most effective way.
3 Purpose
Clear, timely and effective communications will enable the project team to:
ensure that the principal stakeholders are aware of, prepared for and committed to the
implementation of the project;
communicate information needed by all Divisions and Institutes that are affected by or need to
know about the project’s progress towards its outcomes, to gain their support and commitment to
the implementation;
to deliver the benefits of the project and to encourage staff to speak positively about the Agresso
system to their peers within and outside the University;
communicate to users the direct requirements for using the system and promote the need for staff
to make changes due to the implementation of the project and encourage them to embrace such
changes;
keep up to date at all times with users’ requirements and make sure the project aims and
objectives continue to meet these needs in the light of both changes to users’ needs and as new
information becomes apparent as the project develops;
inform department managers and consultants to the project of all progress and developments so
that the best available help can be received when required;
enable appropriate action to be taken on an informed basis by those responsible for managing the
project so that appropriate decisions can be made and the best level of support can be offered to
the project at the right time and in the right way;
It should be noted that if any of the users or any staff that may be affected by the project are not
communicated to effectively, or understand the reasons for the Agresso implementation and
resultant change this will bring, they are unlikely to support it.
This will inevitably result in the following:
the change will not be fully adopted and the successful implementation will not be realised;
a successful implementation will not be sustained over time;
signs of resistance will emerge.
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4 Assumptions and Guiding Principles
In undertaking this Communications Strategy the following assumptions and guiding principles have
been applied:
a cohesive, embedded communication approach is present within the University at all levels of
hierarchy and is fully committed to by Senior Management;
communications will be driven through the Senior Management Group within the University, who
will be responsible for cascading communications, using generic material adapted to suit their
functional areas;
subject matter experts will be available to present or support when needed for communications
activities (e.g. workshops, road shows etc.);
communications as an integrated part of the rollout will be part of everyone’s role;
communication must be two-way process;
the key stakeholders will be visible in their support and commitment and this will be
communicated to all levels in the University;
the infrastructure will support the timely and effective distribution of communications; and,
evaluation of communication effectiveness will be undertaken at appropriate stages throughout
the roll out.
5 Communication Approach
Effective communication should start at the top obtaining buy-in from key senior executives within the
University. This will provide the platform for reinforcing key messages enabling senior management
to demonstrate support for the roll out. This exhibits to staff that the commitment to change comes
from their most senior executive and the management within the Divisions and Institutes. The picture
below demonstrates this process:
• High level messages
Senior • Show support and commitment
Executives • Importance to the University
v
• High level messages
Senior • Show support and commitment
Management • Importance to the Divisions and Institutes
• Detailed messages
Middle Managers/ • Show support and commitment
Team Leaders • (champion) to team and individuals
Importance
• Detailed messages
Staff • Show support and commitment
(Champion and promote to peers)
• Importance to self and peers
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6 Scope
The communications plan covers the implementation phase (Phase 2) of the Finance System
Replacement Project. The project objectives have been agreed by the Project Board and are as
stated in the Project Initiation Document. A business case and a project plan have also been agreed
by the Board.
The document identifies the stakeholders and the communication needs. The table in Appendix 1
details the means and frequency of delivery of information to the different stakeholder groups.
The following table highlights the stakeholders that need to be kept informed of progress and
developments on the project in ways appropriate to each stakeholder’s needs:
Stakeholder Communication Needs
Groups
Central Offices
Finance Division The new Agresso system will be critical to the role of all Users within the
Finance division.
The new business processes will bring changes to User roles. The changes in
role will be managed through the Change Strategy which will identify how to
manage and support Users through the changes.
The Finance Division staff need to be kept up to date with progress on all
aspects of the project, so they can answer questions from other members of
staff about the project with confidence and authority.
Estates Within the Estates department, Users will need to be informed of the changes in
Purchasing procedures and the possibility for using the Enquiry and Reporting
functions in Agresso for controlling Project budgets and Cost Centre budgets.
Estates Users will need to be informed of the new codes to use on Expenses
and Purchasing Card claims.
The Maximo Systems Administrator will be working with the Project Team for
the development of interfaces between Agresso and Maximo and the
management of those interfaces ongoing.
The Director of Estates will need to be aware of the impact of the system to
changes in working practices of their staff and actively manage those changes
through working with the Project Team and the overall Change Strategy.
Halls of Within the Halls departments, Users will need to be informed of the changes in
Residence Purchasing procedures and the possibility for using the Enquiry and Reporting
functions in Agresso for controlling Project budgets and Cost Centre budgets.
Halls Users will need to be informed of the new codes to use on Expenses and
Purchasing Card claims.
The Kinetic Systems Administrator will be working with the Project Team for the
development of interfaces between Agresso and Kinetic and the management of
those interfaces ongoing.
The Heads of the Halls will need to be aware of the impact of the system to
changes in working practices of their staff and actively manage those changes
through working with the Project Team and the overall Change Strategy.
Human Within the HR department, Users will need to be informed of the changes in
Resources Purchasing procedures and the possibility for using the Enquiry and Reporting
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functions in Agresso for controlling Project budgets and Cost Centre budgets.
HR Users will need to be informed of the new codes to use on Expenses and
Purchasing Card claims.
The Northgate Systems Administrator will be working with the Project Team for
the development of interfaces between Agresso and Kinetic and the
management of those interfaces ongoing.
The Director of HR will need to be aware of the impact of the system to changes
in working practices of their staff and actively manage those changes through
working with the Project Team and the overall Change Strategy.
Vice Within the VC’s Office, Users will need to be informed of the changes in
Chancellor’s Purchasing procedures and the possibility for using the Enquiry and Reporting
Office functions in Agresso for controlling Project budgets and Cost Centre budgets.
Users in the VCs Office will need to be informed of the new codes to use on
Expenses and Purchasing Card claims.
The Vice Chancellor will need to be aware of the impact of the system to
changes in working practices of their staff and actively manage those changes
through working with the Project Team and the overall Change Strategy.
Activities
Libraries Within the Libraries, Users will need to be informed of the changes in
Purchasing procedures and the possibility for using the Enquiry and Reporting
functions in Agresso for controlling Project budgets and Cost Centre budgets.
Users in the Libraries will need to be informed of the new codes to use on
Expenses and Purchasing Card claims.
The Innopac Systems Administrator will be working with the Project Team for
the development of interfaces between Agresso and Innopac and the
management of those interfaces ongoing.
Heads of the Libraries will need to be aware of the impact of the system to
changes in working practices of their staff and actively manage those changes
through working with the Project Team and the overall Change Strategy.
Careers Within the Careers department, Users will need to be informed of the changes in
Purchasing and Sales Invoicing procedures, and the possibility for using the
Enquiry and Reporting functions in Agresso for controlling Project budgets and
Cost Centre budgets.
Users in the Careers department will need to be informed of the new codes to
use on Expenses and Purchasing Card claims.
The Director of Careers will need to be aware of the impact of the system to
changes in working practices of their staff and actively manage those changes
through working with the Project Team and the overall Change Strategy.
ULCC Within ULCC, Users will need to be informed of the changes in Purchasing and
Sales Invoicing procedures, and the possibility for using the Enquiry and
Reporting functions in Agresso for controlling Project budgets and Cost Centre
budgets.
Users in ULCC will need to be informed of the new codes to use on Expenses
and Purchasing Card claims.
The Director of ULCC will need to be aware of the impact of the system to
changes in working practices affecting of staff and actively manage those
changes through working with the Project Team and the overall Change
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Strategy.
The London Within the London Deanery, Users will need to be informed of the changes in
Deanery Purchasing and Sales Invoicing procedures, and the possibility for using the
Enquiry and Reporting functions in Agresso for controlling Project budgets and
Cost Centre budgets.
Users in The London Deanery will need to be informed of the new codes to use
on Expenses and Purchasing Card claims.
The Director of The London Deanery will need to be aware of the impact of the
system to changes in working practices of their staff and actively manage those
changes through working with the Project Team and the overall Change
Strategy.
School of
Advanced
Study
Heads of the Having responsibility for the financial control of their Institutes and departmental
Institutes budgets, these Users will need to be informed of changes to Purchasing and
Sales Invoicing processes, and the possibility for using the Enquiry and
Reporting functions in Agresso for controlling Project budgets and Cost Centre
budgets.
Heads of the Institutes will need to be informed of the new codes to use on
Expenses and Purchasing Card claims.
Heads of Institutes will need to be aware of the impact of the system to changes
in working practices of their staff and actively manage those changes through
working with the Project Team and the overall Change Strategy.
Academic Staff Academic staff in the Institutes will need to be informed of changes to
Purchasing and Sales Invoicing processes, and the possibility for using the
Enquiry and Reporting functions in Agresso for controlling Project budgets and
Cost Centre budgets.
Academic staff in the Institutes will need to be informed of the new codes to use
on Expenses and Purchasing Card claims.
Academic Staff will need to be aware of the impact of the system to changes in
working practices of Administrative staff.
Any changes in their roles will be managed through the Change Strategy.
Research Research Directors in the Institutes will need to be informed of changes to
Directors Purchasing and Sales Invoicing processes, and the possibility for using the
Enquiry and Reporting functions in Agresso for controlling Project budgets and
Cost Centre budgets.
Research directors in the Institutes will need to be informed of the new codes to
use on Expenses and Purchasing Card claims.
Research Directors will need to be aware of the impact of the system to
changes in working practices of Administrative staff.
Any changes in their roles will be managed through the Change Strategy.
Administrative Administrative Staff in the Institutes will need to be informed of changes to
Staff Purchasing and Sales Invoicing processes, and the possibility for using the
Enquiry and Reporting functions in Agresso for controlling Project budgets and
Cost Centre budgets.
Administrative Staff in the Institutes will need to be informed of the new codes to
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use on Expenses and Purchasing Card claims.
Any changes in their roles will be managed through the Change Strategy.
The External
System
EISA Users in EISA will need to be informed of changes to Purchasing and Sales
Invoicing processes, and the possibility for using the Enquiry and Reporting
functions in Agresso for controlling Project budgets and Cost Centre budgets.
Users in EISA will need to be informed of the new codes to use on Expenses
and Purchasing Card claims.
The EARS & ATLAS Systems Administrators will be working with the Project
Team for the development of interfaces / uploads between Agresso and EARS /
ATLAS and the management of those interfaces ongoing.
The Director of EISA will need to be aware of the impact of the system to
changes in working practices of their staff and actively manage those changes
through working with the Project Team and the overall Change Strategy.
Senate House
Services
Users in Senate House Services will need to be informed of changes to
Purchasing and Sales Invoicing processes, and the possibility for using the
Enquiry and Reporting functions in Agresso for controlling Project budgets and
Cost Centre budgets.
Users in Senate House Services will need to be informed of the new codes to
use on Expenses and Purchasing Card claims.
The Director of Senate House Services will need to be aware of the impact of
the system to changes in working practices of their staff and actively manage
those changes through working with the Project Team and the overall Change
Strategy.
University
Marine
Biological
Station,
Millport
Users in Millport will need to be informed of changes to Purchasing and Sales
Invoicing processes, and the possibility for using the Enquiry and Reporting
functions in Agresso for controlling Project budgets and Cost Centre budgets.
Users in Millport will need to be informed of the new codes to use on Expenses
and Purchasing Card claims.
The Director of Senate House Services will need to be aware of the impact of
the system to changes in working practices of their staff and actively manage
those changes through working with the Project Team and the overall Change
Strategy.
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The table below details the issues of which the project team will need to keep certain stakeholder
groups and other departments within the University informed.
Issues Needs
Change All staff that will be affected by the implementation of the system need to be
Management aware of any changes to their roles.
This will be communicated and managed by the HR Director who is a member
of the Project Board, through the User Steering Group members and the
Senior Management Group and will be implemented through the Change
Strategy.
Training There will be a requirement for all users to learn how to use the system.
Details of the training strategy will be written in a training strategy document.
Specific There will be a need to communicate with intended users of the system on
information specific project updates that will impact on them.
updates for
users
Project Plan & The Finance Project plan is a key document and is located in: Agresso-
updates Project-Team/Project Plans. Progress on the project needs be communicated
appropriately to each stakeholder. (e.g. through the Project Board).
General University staff not currently directly involved in using the system will need to
information receive general information about the project because of its possible impact on
other University objectives and Division’s and Institute’s finance processing,
procedures and regulations.
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7 Methods of Communication
Communication is part of the role of every member of the Finance Project Team and as such each
person should be responsible for contributing to the communication strategy and communicate in an
appropriate and timely manner.
The following table highlights the media that will be used to support the communication of the project
and the targeted audience:
Media Purpose
Project Website The Project Website has been in operation since January 2007 and has been
updated regularly. The format of the web-site will be reviewed in January 2008
and access to the web-site will be improved. The target audience will be all staff
affected by the project and will contain all up to date information from the
Finance Project Meetings: Project Board, Purchasing Steering Group, User
Steering Group.
Suggested content for the revised website:
Front Page with countdown clock to go-live and latest news about the
project.
Tabs:-
o Benefits expected
o What’s on – Road shows, workshops
o Training – who requires to be trained, schedule of training
o Quick overview of Agresso functionality
o Project Documentation
o Key Project Dates & Progress
o Project Contacts
o Feedback e-mail
o Process Owners for each process area
o Details of User Group members for each Division
o User Acceptance Testing
o Questions and Answers
o Supporting statements from Project sponsors: The Vice
Chancellor, The Director of Administration, The Finance Director
and Agresso.
Newsletter A newsletter will be sent out bi-monthly in electronic format from December
2007. The target audience is all members of staff and it will be published on the
intranet and highlighted in the In Focus section. It will inform of the progress,
including any changes on the project.
Monthly Highlight This document gives the detail of the project progress against plan, the number
Report of issues being dealt with and progress against budget. It is produced for each
Project Board meeting and should be used after the meeting for onward
communication by Project Board Members and User Group members. The
highlight report is designed with a commentary on the front page which can by
read out at meetings, or it can be pinned on notice boards. The audience is all
staff who are impacted directly by the project.
Prototype Prototype workshops will take place during the process design phase. The
Workshops target audience will be User Steering Group members, Managers, Finance staff
and key users of each process from the divisions and Institutes.
Communications In March 2008 a communications campaign will commence across the
Campaign to all University. The Senior Management Group, Project Sponsor, Project Manager,
Divisions and Change Manager and User Group members will lead the communications
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Media Purpose
Institutes. events. The target audience will be all Division and Institute staff to explain the
changes that the project will bring and to share the benefits of the new Agresso
system.
Introduction to Open sessions (surgeries) have been advertised on Thursday afternoons since
Agresso the start of the project for any member of staff to visit the Project Team and see
an introduction to Agresso.
Committee Regular meetings of the following standing Committees will be attended by the
Meetings Project Sponsor, Project Manager or Change Manager as requested to provide
updates on the progress of the project.
Committee:-
Senior Management Group
Finance and Property
Audit Committee
Information Management Group
User training will be defined in the Training Strategy document, but these
User training
sessions will cover how to use the Agresso system and the benefits of the
sessions
project, and the new Finance Procedures and Regulations. etc.
Global emails Emails will be used to relay ad hoc information to specific stakeholders during
the project.
Ad-hoc Throughout the project, the Project Manager may request to meet with Senior
presentations and staff throughout the University to communicate progress on a 1 to 1 basis.
1 to 1 meetings Additionally the Project Manager may be requested to attend Divisional or
Institute meetings to give an update on any aspect of the project.
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8 Communication Stages
The diagram below shows the different stages of communication when building commitment to a
major business change. The picture also illustrates the types of communication to be targeted at
each stage.
It should be remembered that different audience groups will have communication needs at a different
stage and at different times along the commitment curve. The differing communication needs will
need to be carefully managed. Additionally, not all audience groups need to go all the way along the
commitment curve. For example it is desirable for end users to be at the Acceptance stage before
go-live. Their superiors and senior management need to be fully committed in order to drive through
the need for change.
Internalization
‘This is the way I do things’ Communications
taken hold:
Commitment
Communications
‘This is the way we do things’ successful and
Achieving objectives
commitment achieved
Acceptance
Concentrate on
‘I’ll do it the new way’
praising and
celebrating
Engagement
‘I’ll look at doing it the Communications
Achieving new way’ taken hold:
Understanding
acceptance
‘I know the Concentrate on
Contact Awareness implications for benefits for the
me’ Communications individual
‘I know something ‘I know what it is’ taken hold:
is changing’ ‘What’s in it for
Communications Concentrate on me?’
overall benefits
Setting the Communications beginning to
for the
scene haven’t yet taken take hold:
Start organisation
Communications hold: Reiterate basic
Basic message
Reiterate basic message
Focus on
providing an message Focus on reasons
overall for Finance Project
understanding Focus on further
overall and why Agresso
understanding What it means
for roles and Org.
Design
Time
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9 Communicators & Audience
9.1 Communicators
The table below highlights the key communicators within the University, their key responsibilities and
their communications objectives.
Communicator Communicators objectives and responsibility
Vice Chancellor To demonstrate full support and communicate the importance of the Finance
and the Senior Project to the delivery of the overall Finance Business Change Programme.
Management
Group
Finance Project Communicate the objectives and benefits of the Finance Project
Sponsor implementation, encouraging stakeholder buy-in.
Instil a culture of effective communications within the University, showing
commitment and support of the implementation.
Finance Project Communicate the objectives and benefits of the Finance Project
Board Members implementation, encouraging employee buy-in.
Demonstrate sponsorship through active and visible participation. Proactively
identifying, escalating and obtaining resolution to key issues and
communicating decisions and reasoning in a timely fashion.
Finance Project Be the main point of contact for Finance Project communications activities
Manager within the University.
Communicate the plans and progress of Finance Project to encourage buy-in
at all levels of the University.
Demonstrate management and control of the project through effective co-
ordination and leadership of the Project Team.
User Steering Support communications activities and deliverables.
Group members
Ensure that the University is ‘ready, willing and able’ to accept the change at
all levels.
Be a point of contact for local Finance Project communications activities
within the Divisions and Institutes.
Communications Support the Project Manager with the project communications activities.
Officer
Develop and implement communications activities and deliverables.
Finance Project Highlight any areas that need communication and provide the relevant
Team information to ensure that the Divisions and Institutes receive adequate
information to assure buy-in and acceptance of the new Finance system.
It is important to remember that everyone from the Vice Chancellor through the University has the
responsibility to communicate effectively about the Finance Project implementation.
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9.2 Audience Groups
The table below highlights the audience groups within the University and the main communication
objectives relating to each group:
Audience Communication Objective
Group
Finance This group will be responsible for managing the new financial system, for
Division Staff maintaining the supporting documentation, procedures and regulations and
for assisting users to cope with the change.
Communicate the need for the Finance Division staff to be the experts of the
new Finance System. Communicate the need to develop customer service
skills and advisory / consulting skills so Divisions and Institutes feel they
receive genuine Value for Money from the services provided by the Finance
Division.
Finance staff This group will be responsible for providing local advice and support to new
in Divisions users of the Finance system.
and Institutes.
Communicate the need to be a local expert of the new Finance System and
to develop good relationships with members of the finance division so issues
can be resolved quickly.
Managers This group will have new management information available and new
methods of accessing the information.
Communicate the ability to access information 24/7 and to drill down to see
the transaction details. Communicate the importance of using data from
Agresso in their staff meetings and promoting Agresso as the single source of
financial information for their Division or Institute.
Administrative This group will be using the system to input purchase orders, check on their
staff progress through workflow, confirm goods receipts, enter sales invoices and
cross-charging journals.
Communicate the importance of data accuracy, especially of inputting data
right first time. Communicate the benefits to the whole University of data
being input once and not double or triple-keyed. Communicate how to get
support in use of the system and new processes.
Academic This group will be using the system to input / approve Purchase Requisitions,
Staff confirm goods receipts and manage project budgets.
Communicate the importance of data accuracy and the benefit of ease of
access to management information and control of Project budgets.
Non Agresso The Finance System Replacement project will change way the Purchases
Users and Sales are made, so staff not using Agresso need to be aware that
procedures have changed and adjust their working practices accordingly.
Communicate the new procedures for Purchasing and Sales Ordering,
Receipt of Cash, and the new coding required for Expenses, Purchasing
cards etc. Communicate who local support staff are.
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10 Communication Activities
10.1 Communication Phases
The diagram below identifies the three key phases during the implementation and the
communications activities that need to be completed to ensure successful implementations.
ANALYSIS & DESIGN
BUILD & TEST
Obtain buy-in of
Key Sponsors TRAINING & GO-LIVE
Executives Raise awareness
Raise with End Users
Awareness Provide detailed Focus awareness
within the understanding and on what is
University information about changing and the
Engage the change impact
Champions Ensure messages Ensure the
within the are cascaded University is ready
University Address concerns and willing to
Obtain feedback Obtain feedback accept the change
Escalate issues as Provide
appropriate mechanism to
support and
resolve queries
Raising Enabling & Embedding
awareness engaging
Communication events are required to prepare the University for the impact of the implementation of
Agresso in the Divisions and Institutes. This will raise awareness of the Finance Project and
Agresso, targeted at appropriate levels of management, gaining buy-in, ensuring positive end-user
commitment and assisting users to take ownership of the new processes.
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10.2 Communication Evaluation
Communication is a two way process. There is a difference between delivering communications and it
being understood. The tools we will use to assess the effectiveness and success of the communication
activities within the University are:
website – to provide a contact email address for feedback and questions about the project;
telephone surveys – during the project, the University Communications Officer will carry out a
telephone survey to staff to ensure that effective communication about the project is taking place within
the University and given at the right levels;
evaluation documents - e.g. training course evaluation;
open feedback – any feedback received by any member of the project team by any member of staff to
be fed back into appropriate members of team;
user forums and workshops – to support communication flowing back to the project team.
10.3 Next Steps
The following steps have been identified to take this strategy forward:
Action Responsibility Date Status
Obtain Finance Project Board agreement Bridget Boylan & Roy 28th February Underway
and commitment to the Communications Bent 2008
Strategy
Produce first project newsletter and re- Bridget Boylan & December 2007 Done
launch the project on the intranet with Alison Mann
feature in ‘In Focus’.
Update Project Intranet site Bridget Boylan & January 2008 Done
Alison Mann
th
Present to the Senior Management Team Richard Cryer, 13 February Done
Bridget Boylan & 2008
Kirsten Gillingham
Organise Communications programme Bridget Boylan & February 2008 Underway
User Group
members and Senior
Management Team
Cascaded Communications Programme Senior Management March to May Not started
Team, Bridget 2008
Boylan, Kirsten
Gillingham, Roy Bent
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Appendix 1 – Communications Plan
ANALYSIS AND DESIGN PHASE
Events Objective Message Frequency Delivered to: Delivered by: Feedback
Mechanism
Prototype To demonstrate the To demonstrate how the February and Finance staff and Finance Project Workshops or
Workshops prototype for each new processes involving March 2008 representatives Team E-mail
division and invite Agresso will work and the from all business
feedback. look and feel of the new areas affected
system.
Project To communicate to the The importance of the Bi-monthly All staff within the Project Manager e-mail to
newsletter broader University the project and who to talk to University via and Project Team members of
objectives of the project for more information, or main Intranet site Secretary the Project
and highlight the key where to get more and project Team
teams and individuals information. intranet site.
involved.
Project Monthly Provides progress and Project running to plan or Monthly Project Board Project Manager At Project
Highlight report budget update and details of concerns Board meeting
details of project team requiring management
E-mail
activity in the previous attention. Issues/risks
month and plans for dependencies being
following month. managed or escalated
Highlights issues. appropriately.
Finance Project Communicate all The importance of the Updated All staff Project Manager E-mail
Intranet site aspects of the project project and the weekly and Project
and the key contacts: commitment to keep all Secretary
Project Team and stakeholders informed
Project Board through regular updates.
Members.
BUILD AND TEST PHASE
Events Objective Message Frequency Delivered to: Delivered by: Feedback
Mechanism
Communications To communicate the The process changes will be April and May All affected Finance Project E-mail
Cascade process changes that presentations and fact sheets that 2008 staff within Team with
Question and
programme will impact on end will detail the changes and how the University support from
Answers forum
users, ensuring: the new processes involving Divisional
on project
Agresso will work. These Managers
users accept and intranet site.
presentations will be tailored for
continue to use new
specific audiences with the Line manager
processes after go-live;
changes that impact that
all impacted areas are audience.
prepared for the
Business process change
changes, understand
them and can continue System changes
with their job role and
Form changes
responsibilities.
Project To inform the broader Highlight new processes and Bi-monthly All staff within Project Manager Question and
newsletter University of the new benefits to be obtained. the University and Project Answers forum.
processes and via main Team Secretary
E-mail
recommend that they Intranet site
book on training and and project
read the information on intranet site.
the project web-site.
Project Monthly Provides progress and Project running to plan or details Monthly Project Board Project Manager At Project
Highlight report budget update and where there are concerns that Board meeting
details of project team require management attention.
E-mail
activity in the previous Issues/risks dependencies being
month and plans for managed or escalated
following month. appropriately.
Highlights issues.
Finance Project Communicate project The commitment to keep all Updated All staff and Project Manager E-mail
Intranet site progress and the stakeholders informed through weekly students and Project
changes to business regular updates. Team Secretary
processes.
Author: Bridget Boylan Page 19 of 22 Date: 03/12/2007
Version 1.1
TRAINING AND GO-LIVE PHASE
Events Objective Message Frequency Delivered to: Delivered by: Feedback
Mechanism
Training Approach To ensure that This is a key April 2008 Heads of Finance Project E-mail
schools and central communication to Divisions and Manager and
Question and
function managers managers recognising the Institutes Training Manager.
Answers forum.
are committed to importance of training.
providing the Line manager
Highlighting the wasted
resource for training.
time and effort when
That senior people do not turn up to
manager’s take training.
ownership for
ensuring staff attend
training in order to be
fully prepared for go-
live.
Senior executives
have committed
resource but signoff
from managers is
essential.
Training Schedule To communicate the Training dates, times, May 2008 To all End Training Manager E-mail
to End Users Training Schedule locations, attendees and Users
and training plan. trainers. impacted
User Ids The objective is to The list of identified users Once in July To all End Training Manager / Questions and
ensure that all user of Agresso will be 2008 Users Systems Answers forum
ids will be known and communicated to enable Administrator
E-mail
tested by Users specific access rights to be
before go-live. created and assigned.
Once issued they will need
to be tested by each user
to ensure that their profile
enables them to perform
their role and
responsibilities.
Author: Bridget Boylan Page 20 of 22 Date: 03/12/2007
Version 1.1
Events Objective Message Frequency Delivered to: Delivered by: Feedback
Mechanism
Implementation The implementation This will ensure that users Delivered at All impacted Trainers Questions and
Pack pack will be delivered feel comfortable with the training End Users Answers forum
to each User of the Go-live process and the events June
E-mail
system, prior to go- support available to them to October
live to ensure that during the initial 6 weeks 2008
each user has the after the system goes live.
necessary tools post
Includes:
go-live to support
their job role and User id details;
responsibility.
Help Desk contact;
Templates & Processes
System quick reference
guides.
Project newsletter Focused on training Communicate training Bi-monthly All staff within Project Manager Question and
and new processes. activities, change in new the University and Project Team Answers forum.
processes and procedures. via main Secretary
E-mail
How to obtain support. Intranet site
and project
intranet site.
Project Monthly Provides progress Project running to plan or Monthly Project Board Project Manager At Project Board
Highlight report and budget update details where there are meeting
and details of project concerns that require
E-mail
team activity in the management attention.
previous month and Issues/risks dependencies
plans for following being managed or
month. Highlights escalated appropriately.
issues.
Finance Project Communicate Training is important – Updated All staff and Project Manager E-mail
Intranet site training programme book early and let us know weekly students and Project Team
and Questions and of any changes. Secretary
Answers Importance of user
questions.
Author: Bridget Boylan Page 21 of 22 Date: 03/12/2007
Version 1.1
FOLLOWING GO-LIVE
Events Objective Message Frequency Delivered to: Delivered by: Feedback
Mechanism
Training Approach To ensure that This is a key Immediately Heads of Finance Project E-mail
managers and staff communication to after training, Divisions and Manager and
Question and
take full responsibility managers recognising the then quarterly Institutes Training Officer.
Answers forum.
in ensuring that they importance of post-training and
retain and build on evaluation. continuing Line manager
learning from training
Highlighting potential errors
sessions to perform
that will be entered on the
their functions on the
system where staff do not
system accurately.
retain knowledge
Final Project Provides a final Project has concluded Bi-monthly All staff within Project Manager Question and
newsletter update on the project successfully, thank you to the University and Project Team Answers forum.
and handover all involved for their efforts via main Secretary
E-mail
process and in making the project a Intranet site
highlights future success. and project
project activity. intranet site.
Project Monthly Provides a final Project has completed Monthly Project Board Project Manager At Project Board
Highlight report update on progress successfully. meeting
and budget.
Highlights any unresolved E-mail
issues and how they will be
handled.
Finance Project Combine with main Absorption of new Updated All staff and Finance Managers E-mail
Intranet site Finance Division processes into Business weekly students and Finance
Intranet site. As Usual activities. How to Division Secretary
obtain support. Changes
to process and procedures.
System changes etc.
Author: Bridget Boylan Page 22 of 22 Date: 03/12/2007
Version 1.1
