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									                                OneOx Program




                                                Martabe “Construction Ready” Project *
                                                                Project Management Plan
SM S M anagement & Technology




                                                         * Formerly: PT Agincourt Migration to Core Ellipse Phase 2




                                                                                Author:         Mark Nold

                                                                                Version:        V1.0

                                                                                Issue Date:     11/7/2008
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Approval
By signing in the sections below, all parties agree to the contents of this document.



Key Stakeholders




 Phillip Trussell                       Date                   Richard Harris               Date

 PT    Agincourt           Commercial                          OneOx Program Manager
 Manager

 (Project Sponsor)




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Document Control


Document            \\melfps01\depts\finance\ellipse\Martabe_Construction_Ready_Project
Location


Document History

Version         Date               Author              Comments
0.1             24/6/2008          Mark Nold           First draft
1.0             11/7/08            Mark Nold           Accepted Copy


Stakeholder Sign-off


Title                                       Name                         Sign-Off        Date
                                                                         Received
                                                                         (Yes / No)
Project Sponsor                             Phillip Trussell             Yes             11/7/08
OneOx Program Manager                       Richard Harris


Glossary

Term                                        Description
P+                                          Prediction Plus. A project reporting tool in use currently by
                                            Sepon.
Customs Master List (CML)                   This lists duty attracting items. These items can be capital items,
                                            stock code, fixed asset number, plus potential budget items. The
                                            list needs to include a description of the item, where it’s coming
                                            from, the quantity and estimated value.
Commitment                                  Once an authorised PO is printed (or faxed, or emailed) the
                                            value becomes a Commitment
Payment                                     Once a payment is made and monies deposited against an
                                            Order Invoice, a Non Order Invoice, or Payroll. (NB: Check
                                            whether the payment needs confirmation ie: post Bank rec)
Actual                                      Ausenco term that is the same as Payment.
Jetty                                       This terminology needs to be used instead of Port, as Port has
                                            several tax and approval issues.
Standard Exchange Rate                      NB: This needs definition as part of the project.
Physicals                                   Statistics that may be placed against WBS activities, such as
                                            hours, meters, tonnes etc.
Production Stat(istic)                      Ellipse specific terminology for Physicals
WBS                                         Work Breakdown Structure. The WBS is specifically used here
                                            for Ausenco’s WBS not AUSENCO’S but ours? on the Martabe
                                            construction project.


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Project Number(s)                  Used at Oxiana for WBS elements/activities. Ausenco’s WBS
                                   will be translated into a different numbering scheme and
                                   therefore referred to as a “Project Numbers” at Oxiana in Ellipse
                                   to save confusion. NB: The Project Numbers may include
                                   elements (sub Projects) in addition to the WBS.
PT AR                              PT Agincourt Resources
OneOx                              OneOx (short for “One Oxiana”) is the program of work
                                   advancing Business Processes at Oxiana. The program includes
                                   Oxiana’s ERP system and certain subsystems.
Cost Data                          This includes Budgets with multiple versions, Commitments,
                                   Payments (Actuals) and Physicals.
EPCM                               Engineering Procurement Contracts Management
Green, Amber, Red Notation         Used in status reports to communicate the status and the
                                   qualitative likelihood or accuracy of an item. EG: with schedule
                                   dates Green would be “No unmanaged issues, very likely”,
                                   Amber “Some issues, possible”, and Red; “Severe Issues, very
                                   unlikely”.




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References and Files:

Project Document Location          \\melfps01\depts\finance\ellipse\Martabe_Construction_Ready_Proj
                                   ect
Requirements Register              Requirements sheet in Martabe Construction Ready - Registers.xls

Risk Register                      Risk sheet in Martabe Construction Ready - Registers.xls

Issue Register                     Issues sheet in Martabe Construction Ready - Registers.xls

Change Register                    Change sheet in Martabe Construction Ready - Registers.xls

Status Reports                     Weekly sheets in Martabe Construction Ready – Status.xls

Quality (Measurements and          Quality sheet in Martabe Construction Ready - Registers.xls
indicators)
Stakeholder Contact detail         Martabe Construction Ready - Contacts.xls

Project Schedule




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                                           Table of Contents

1.       Project Scope                                                               1
        1.1.      Project Purpose                                                    1

        1.2.      Project Objectives/Deliverables                                    2

                1.2.1.      In scope                                                 4

                1.2.2.      Out of scope (Exclusions)                                4

                1.2.3.      Constraints                                              4

                1.2.4.      Assumptions                                              5

                1.2.5.      Dependencies                                             5

                1.2.6.      Scope Management                                         5

2.       Stakeholders                                                                6
        2.1.      Primary Stakeholders                                               6

        External Stakeholders                                                        7

3.       Schedule           8
        3.1.      Schedule Management Plan                                           8

        3.2.      Work Breakdown Structure                                           8

4.       Cost Management                                                             9
        4.1.      Project Cost Management                                            9

5.       Quality Management                                                         10
        5.1.      Quality Management Plan                                           10

        5.2.      Quality Measures and Indicators                                   10

        5.3.      Requirements Tracking                                             11

6.       Staffing           12
        6.1.      Proposed Organisational Structure                                 12

7.       Communications                                                             13
        7.1.      Communications Plan                                               13

        7.2.      Regular Team Meetings                                             13

        7.3.      Sponsor Meetings                                                  14

        7.4.      Steering Committee Meetings                                       14

        7.5.      Regular Status Reports                                            14

        7.6.      Stakeholder communications                                        15




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 8.      Risk 16
        8.1.      Project Risks and Management                                 16

 9.      Procurement                                                           16
        9.1.      Procurement Management                                       16




For enquiries regarding this document please contact:
Mark Nold
Project Manager
OneOx Program
Oxiana Limited
T : 041 890 3338
E : mark.nold@oxiana.com.au




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    1. Project Scope
    1.1.    Project Purpose
PT Agincourt has received approval for the Martabe mine project and construction will soon start.
Oxiana has engaged Ausenco as the EPCM partner who will undertake this construction under
direction of the Oxiana Executive Project Manager. It has been agreed that Ausenco will be authorised
to make purchases, for the majority of the project but some parts of the project will still be controlled
by PTAR the most notable being the mine construction. PT Agincourt will pay the resulting invoices
from the Jakarta, Martabe or Brisbane project office. At the same time PT Agincourt will also be able
to raise project related Purchase Orders. All of these costs will be captured against a detailed WBS
consistent across both companies and systems. This estimated $310M USD expenditure will then be
provided to the Oxiana Executive Project Manager via the tool “Prediction Plus” where the team will be
able to report the costs involved with project.

Currently PT Agincourt use Ellipse as their ERP for General Ledger and Non Order Invoice capture
and payments. The first goal of this project will be to expand the PT Agincourt’s implementation of
Ellipse to ensure they have the tools they need to undertake mine construction, initial phases of mine
life plus any Oxiana Corporate requirements. This includes the implementation of a purchasing
function, a Customs Master List, ad-hoc Maintenance Work Orders and some integration with
Corporate HR for Oxiana reporting requirements.

To assist in making sure that PT Agincourt is construction ready, their existing payroll systems and
support will need to be rationalised. Currently PT Agincourt has 6 Ex-pats, 53 Staff and 131 Casuals
on the PT Agincourt Payroll. This is likely to grow to 700 people by December 2009 with approximately
20 Expats and a similar ratio between staff and non staff. The company plans to introduce the current
Oxiana share scheme to all staff and in addition housing assistance loans all of which need to be
controlled through Payroll. There is also a need to get information from the PTAR system for use by
group HR.

The second goal of this project will be to create the processes and systems to integrate and validate
Ausenco’s project purchasing function with PT Agincourt payment function. Put simply, Ausenco will
make purchases on PT Agincourt’s behalf using PT Agincourt’s Purchase Orders and Terms and
Conditions and then PT Agincourt will pay the resulting authorised invoices from their Citibank bank
account. This crucial requirement is due to Indonesian tax regulations and control.

The final goal of this project is to provide information to the Prediction Plus (P+) implementation team
for project cost reporting. The current high level requirements are “Project Costs by WBS” of both PT
Agincourt’s and Ausenco’s expenditure. However as the P+ project is defined we expect more detail
on what costs are required (commitments, expenditure and / or payments?) and at what level of detail
below the WBS is required.
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    1.2.      Project Objectives/Deliverables
This project sets out to achieve the following Objectives:
 Objective                                        Initial Requirements

 1. Ensure that PT Agincourt has all the ERP      1.01 Implementation of Martabe Construction Project WBS. (nb: This
 tools it needs to undertake construction and     may be costed to by activities controlled solely by PT AGC. eg: The
 early production.                                camp, jetty, tailings damn, power plant and mine.) power plant is now out
                                                  as we going with PLN provided power also AUSENCO will take an
 2. Integrate Ausenco’s purchasing system(s)
                                                  overview role for Jetty offshore and camp they control the tailings dam
 with Oxiana’s Ellipse so that Ausenco may make
                                                  but not the mine constrcution
 purchases on PT Agincourt’s behalf and PT
 Agincourt pay the resulting invoices in an       1.02 Implementation of Ellipse Projects for operation financial reporting.
 appropriate fashion.                             eg: Community development projects and other major OPEX and Capital
                                                  projects
 3. To provide EPCM WBS by Costs data to the
 P+ reporting system.                             1.03 Define and implement full Hierarchy and Employees and Financial
                                                  Authorities as per DOA. (NB: This has been restricted to be the Project
                                                  team only)

                                                  1.04 Procurement via Purchase Requisitions and Direct Purchase
                                                  Orders Processes. (NB: This has been restricted to be PR+PO “at the
                                                  same time” … clarify this with Glen)

                                                  1.05 Finance Fixed Assets Implementation for Tax (NB: $310M of
                                                  expenditure, required for forecast of Cash flow. Each asset to have two
                                                  entries. One for the Book value and the other for the Tax) (NB: Monitor
                                                  only???)

                                                  1.06 Cash forecasting is required. Ellipse has all this information already.
                                                  However appropriate reports would need to be developed in BO or may
                                                  reside in P+ as cash forecasting information will come from both Prism
                                                  (AUSENCO’S) project tool for commitments and from cash requirements
                                                  for invoices ready to pay or for commitments for that part of the project
                                                  controlled by PTAR via Ellipse (NB: This should be discussed again with
                                                  Sponsor)

                                                  1.07 Customs Master List implementation possibly within or without
                                                  Ellipse. (Ausenco will be doing all the receipting, and providing PT AR
                                                  with the Master List. However this initial assumption needs to be clarified
                                                  as its possible both companies may have to maintain the list). Please
                                                  note that there maybe requirements from Customs which may lead to
                                                  this part of the software being stand alone from the group. (NB: This is
                                                  required even after the restrictions, however this will be in “David
                                                  Rambet starts second week of july) scope of work. This project should
                                                  just “Monitor???” his activites)

                                                  1.08 FEX management solution. This should encompass typical GL FEX
                                                  variances as well as variances with expenditure with EPCM partner. A
                                                  FEX management solution may need to challenge the validity of the
                                                  USD/IDR dual currency system in place. (NB: This will include making
                                                  changes to the current system as there are issues with fractional Rupiah.
                                                  This will also include moving back to a USD GL) (NB: All Ausenco work
                                                  needs to be managed with a 0.85 USD to AUD conversion for 2008, and
                                                  0.90 for 2009)




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                                            1.09 Supplier management (NB: Currently this is Shared Services
                                            responsibility. This needs to be streamlined or decentralised, depending
                                            on requirements from both PT AR and Shared Services. The automation
                                            of payments from Ausenco will form part of this)

                                            1.10 Logistics and Freight management. (NB: This is for PT AR
                                            management of Freight, not Ausenco)

                                            1.11 Remittance advice system. (NB: This was out of Scope for PT AR
                                            Migration Phase 1. This will be needed going forward) (NB: It would be
                                            ideal to have email for 80-90% and manual faxing for the rest)

                                            2.01       EPCM WBS to Oxiana Projects interface

                                            2.02       Agree on PO and T&C format applicable for both Ausenco and
                                            PT AGC's systems

                                            2.03       EPCM partner Suppliers interface

                                            2.04       EPCM partner Payments interface

                                            2.05       All Ausenco / Oxiana interfaces must be sensitive to the fact that
                                            Ausenco will be closing month end a week earlier than usual for this
                                            project.

                                            3.01       Specify output data from Prediction Plus implementation

                                            3.02       Design and implement system agnostic P+ solution

                                            3.03       Provide input data for Prediction Plus implementation Project
                                            from both Ellipse and Ausenco systems

                                            3.04       Accept output data (reports) from Prediction Plus project.




 Number       Key Success Criteria                                            Measure
 1            PT Agincourt purchasing via POs.                                PT AR Purchase Orders make
                                                                              the target mark of 90% of total
                                                                              Invoices (ie: POI / POI + NOI)
 2            Payments being made for Ausenco generated POs.                  Do payment ledgers match
                                                                              exactly between both systems
                                                                              and does the PT AGC bank
                                                                              reconcile?
 3            Prediction Plus                                                 a) Ensure that P+ provides the
                                                                              reports as agreed to in the
                                                                              detailed requirements.
                                                                              b) Ensure the integrity of that
                                                                              data over three* month ends after
                                                                              implementation
Please note that business benefits of the objectives are detailed in the Project Initiation Document.

* This measure has not been checked with Sponsor.




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         1.2.1.         In scope
The scope for the project includes the following:

        Ensure that PT Agincourt has all the ERP tools it needs to undertake construction and early
         production.

        Integrate Ausenco’s purchasing system(s) with Oxiana’s Ellipse so that Ausenco may make
         purchases on PT Agincourt’s behalf and PT Agincourt pay the resulting invoices in an
         appropriate fashion.

        To provide EPCM WBS by Costs data to the P+ reporting system.


         1.2.2.         Out of scope (Exclusions)
The following items are out of scope for this project:

        Any automated integration solution with Ellipse beyond Excel script uploads

        Decrease the risks associated with the current PT AGC payroll system. Ensure payroll support
         for the ongoing operation of PT AR within Oxiana.

        Maintenance Equipment Register Implementation

        Maintenance Ad-hoc Work Request / Work Order Implementation.

        System to manage the Bonded Warehouse for receipt of stock (NB: More clarification required
         on this, possibly solely managed by Ausenco. It has been suggested some non-Ellipse may
         be used. Also please note that the Catalogue and Warehouse management is currently out of
         scope)

        Create an improved email Authorisation system appropriate for senior managers who are very
         mobile who will have an increased amount of authorisations to deal with due to automation of
         Invoice entry from Ausenco.

        Accounts receivable system for sales, including employee advances and loans (housing
         assistance)

        Investigate and implement an ongoing payroll systems and support that will sustain PT AR
         until at least December 2009

        Interface between PT AGC payroll financials and Ellipse

        Interface between PT AGC Payroll HR/Employees and Ellipse (nb: This is currently only
         agreed as rationalising codes and two reports for Mark Freeman)



         1.2.3.         Constraints
The following are seen as constraints for the project:
        Time – Q: what are the time constraints now we need to produce a P+report for July
         reporting?.

        Staff resources – Resources from the OneOx program will unlikely to be available for this
         project. this has been overcome?




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          1.2.4.        Assumptions
Defined Oxiana Processes and standards will be applied. If a process exists then it will be applied or
modified outside of the scope of this project. This will be simple in the case of DOA (Delegation of
Authority), but may be more difficult in others such as Supplier Creation.


          1.2.5.        Dependencies

        Description of               Name of other          Impact on this       Impact on other project
         Dependency                    project                 project
 Possible change of                OZ minerals merger    The activities         At the moment we have to
 base system from                  / integration         required for           assume its an Ellipse
 Ellipse to SAP                    activities            objective 1 (provide   project until told otherwise
                                                         ERP tools) will
                                                         increase.
                                                         Appilcation specific
                                                         uploads and
                                                         extracts would also
                                                         need to change.
                                                         Affecting some of
                                                         the outputs of
                                                         objectives 2 and 3.




          1.2.6.        Scope Management
Requests to change the scope of the project can be raised at any time by the Project Manager.
Changes to the scope of the project will be processed as Change Requests and will be logged in the
Change Register, maintained by the Project Manager. All changes to scope must be approved by the
Sponsor. See the “Change Register” sheet in “Martabe Construction Ready - Registers.xls”.

         Changes to the list of requirements in the requirements register represent a change in scope.
          Therefore they need a change request.




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    2. Stakeholders
    2.1.      Primary Stakeholders

     Internal Stakeholders

        Who                              Role                                 Involvement
 TBA                    Project Steering committee              Steering Committee


 John Nitschke          Executive General Manager, Australian   ?
                        Operations
 Richard Harris         OneOx Program Manager                   OneOx Program Manager
 Peter Albert           Executive General Manager Asia          Key User
 Phillip Trussell       PT Agincourt Commercial Manager         Sponsor and Key User
 Byron Higgins          Executive Project Manager               Key User
 Tim Duffy              General Manager Finance Asia
 Glen Middleton         Projects Controls Finance Super         Project team member
 David Rambet           ?                                       On Project
 Andrew Fisher          Group IT Manager                        IT and BAU resources and Support
 Michael Whelan         IT Infrastructure Manager               IT resources
 Greg King              Supply Chain Manager Asia
 OneOx SMEs             Subject Matter Experts in OneOx         Technical, functional and OneOx
                        functional and process matters          process ERP support.
 CSS Team               Commercial Systems Support              Technical systems support
 Vinay Paul             Acting IT & Systems Manager - Asia      Technical Support and resources
 Sue McLean             Shared Services Manager                 Management of Suppliers
 Domenic                GM Martabe
 Heaton
 Vonny Wibawa                                                   Finance Jakarta
 Budi Irawan                                                    Tax Jakarta
 David Lynn             Group Manager Project Services          (NB: Onboard mid-August)
 Communications Only
 Dale Smith             Seppon EPM                              Major communications esp. P+
 Mark Freeman           HRIS                                    HR tools were cut from scope.. they
                                                                are no longer stakeholders




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        Who                              Role                                Involvement




     External Stakeholders

        Who                              Role                                Involvement
 Cameron Gault          Ausenco Project Controls Manager         Contact point at Ausenco
 George                 Ausenco Procurement and Contracts        Sign Off on solution
 Kouimanis              Group Manager
 Ray Walters            Ausenco Procurement and Contracts        SME
                        SME
 Barry Monteret         Ausenco manager Systems                  Ausenco Integration Solution
                        Improvement Projects                     implementation
 Brad Maclean           Ausenco PRISM SME                        SME
 Mark Cornwall          Ausenco Engineering Project Manager
 Claire Borbas          P+ Support
 Gavan Davis            P+ Sales
 Trevor Bailes          P+ Support
 TBA                    Oxiana Integration outsource providers




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    3. Schedule
    3.1.       Schedule Management Plan
Changes to the schedule will be made and recorded in MS Project schedule “Martabe Construction
Ready - Schedule.mpj”

Near term milestones and any changes to the schedule at milestone level will be communicated as
part of the Sponsor progress meetings and also reported as part of regular team meetings.

Changes to the scheduled completion date of the project will be processed as Change Requests and
will be logged in the Change Register, maintained by the Project Manager. All changes to scheduled
completion date must be approved by the Sponsor. See the “Change Register” sheet in “Martabe
Construction Ready - Registers.xls”

    3.2.       Work Breakdown Structure
This WBS looks at Milestones derived from the requirements. The specifics of the schedule, timing
and duration is held in the Schedule “Martabe Construction Ready - Schedule.mpj”
                                                                                                           Est. Resource
                            WBS Milestones and baseline labour required                                   Required (days)
 1. Investigate Ausenco will be closing month end a week earlier than usual for this project.                   1
 2. Agree Procurement via Purchase Requisitions and Direct Purchase Orders Process                              3
 3. Supplier management solution                                                                                2
 4. Implementation of Martabe Construction Project WBS.                                                         4
 5. Ausenco WBS to Ellipse WBS interface                                                                        1
 6. Agree on PO and T&C format applicable for both Ausenco and PT AGC's systems                                 4
 7. Develop EPCM Award to Payments interface                                                                    12
 8. Implementation of Ellipse Projects for operational reporting. eg: Community development projects
 and other major OPEX and Capital projects                                                                      7
 9. Define and implement Project Team Hierarchy, Employees and Financial Authorities as per DOA.                3
 10. Cash Flow / forecasting system                                                                             22
 11. FEX Management                                                                                             29
 12. Logistics and Freight management. (NB: This is for PT AR management of Freight, not Ausenco)               5
 13. Remittance advice system.                                                                                  4
 14. Finance Fixed Assets Implementation for Tax                                                                13
 15. Customs Master List solution                                                                               21
 16. Prediction Plus business analysis (Requirements + Solution design)                                         13
 17. Implement P+ for Martabe project (datastore to P+)                                                         14
 18. Implement P+ for Martabe project (ERP(s) to datastore)                                                     21
 19. Post implementation reconciliation of Prediction Plus project reports                                      10



 Total                                                                                                         189

 Total plus PM Overhead = Duration = Est 60 days                                                               249




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    4. Cost Management
    4.1.      Project Cost Management
The project costs and budget will be managed during the project by the PM. The project budget and
forecasts will be regularly reported to the sponsor via the Sponsor status update meetings. At a
minimum, budget expenditure against current Forecast plus Estimate at Completion, and Estimate to
Completion will be shown.

The complete list of budget reporting follows;

        Current forecast vs budget baseline by Milestone

        Estimate at completion

        Estimate to completion

        Expenditure by Milestone by individual (or external organisation)

        Budget summary into External vs Internal costs (nb: internal refers to cross charges, payroll
         staff or contract staff, external refers to purchases of equipment or services specifically for the
         project)



This project also stipulates several rules for cost management;

        All external expense to be capped at $75K. Though the budget may not change, specific
         changes that may cause the external expenditure to pass $75K

        All MCR project financial reporting to be done in AUD$

Changes to the budget (as a whole) of the project will be processed as Change Requests and will be
logged in the Change Register, maintained by the Project Manager. All changes to budget must be
approved by the Sponsor. See the “Change Register” sheet in “Martabe Construction Ready -
Registers.xls”




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    5. Quality Management
    5.1.      Quality Management Plan
Quality on a project is about meeting the customers defined and implied needs. Unfortunately on
projects, quality is difficult to measure. Often, key stakeholders cannot measure the true quality of the
results until delivery, and then it is too late or expensive to resolve the gaps. A good example of this is
one of the key success criteria of this project: “PT AR Purchase Orders make the target mark of 90%
of total Invoices (ie: POI / POI + NOI)”. This measurement will be hard to undertake until very late in
the project. At that late stage, any changes related to this measurement will be difficult and costly.

The goal of the Quality Management Plan for this project is to attempt to have an indicator of whether
our customer’s needs are being met as soon as possible in the project. In addition to measurements,
several indicators will be used including the process of requirements tracking. The use of quality
measurements, indicators and requirements tracking are detailed in the sections below. The overall
components of the quality plan are;

        Use quantifiable quality measurements for all objectives

        Use other quality measurements when possible to assess quality early in the project, when
         this is not possible use quality indicators.

        The use simple requirements tracking is one of the core quality indicators.



    5.2.      Quality Measures and Indicators
The first tool in managing project quality is to agree and monitor several quality measures. If
quantitative measurements are not available early enough in a project then quality indicators will be
tracked. Quality indicators are used in attempt to ensure the project is using proper inputs and quality
processes to help create appropriate quality outputs. By monitoring appropriate inputs and process,
we hope to gain a much earlier indication of the quality of the outputs.

        Ensuring “Proper Inputs” may mean the creation and review of appropriate test cases.

        “Quality processes” refers to processes to assist in producing quality such as multiple solution
         reviews, or even requirements tracking. If these are explicitly listed and monitored as a Quality
         Indicator then they are more likely to undertaken.

All quality measurements and indicators will be listed and monitored in the “Quality” sheet in “Martabe
Construction Ready - Registers.xls”. Changes to this sheet do not require an approved change
request.




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    5.3.      Requirements Tracking
One mandatory quality indicator is the use of a requirements register to monitor and help
communicate requirements. Each stated requirement will need to be listed in sufficient detail, and
continuously monitored for delivery throughout the project. This information will be stored in the
“Requirements Register” sheet in “Martabe Construction Ready - Registers.xls”.

Several guidelines need to be followed when tracking requirements.

        At a minimum, each requirement will need to be listed in the register and the status tracked.

        Each requirement will need to be tracked in three stages; “Requirements Defined”,
         “Appropriate Solution Defined” and “Solution Delivered”.

        Each requirement needs to be assessed to see if a more detailed requirement statement is
         required. If so, the requirement as a whole still resides in the register, however a Business
         Requirements Statement would need to be produced and used. An example of such a
         document is on OneOx Team site BRS. This need for detailed BRS will be decided by the
         project team considering risk, issues, estimated costs and the complexity of the requirement.

        Requirements can’t always be marked as “Solution Delivered” and then ignored. Since new
         solutions may affect “solved” requirements a continual review of the requirements will need to
         be undertaken by the PM. (this is in fact a quality indicator)

        A change to the list of requirements is likely to effect scope. Therefore changes to the
         requirements must be monitored and approved by the sponsor via an approved change
         request and an entry in the Change Register.

        A clarification of requirements doesn’t necessarily mean a change in scope. So clarifications
         won’t require change management. However they should be entered in the requirements
         register and monitored by the PM.




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    6. Staffing
    6.1.      Proposed Organisational Structure
The below list represents the proposed team. Each team member will need to be authorised to be on
the team by their direct manager.

 Role                              Person Responsible                              Authorised
                                                                                   by
 Project Sponsor                   Phil Trussell                                   NA
 Project Manager                   Mark Nold                                       Phil Trussell
 Finance / Projects Lead           Glen Middleton                                  Phil Trussell
 CML Lead                          David Rambet                                    Phil Trussell
 Technical Resource - Ellipse      Made on a task by task basis, either purchase   As required
                                   or request via CSS.                             request via
                                                                                   Gareth Davies
 Process Lead – Finance/Payroll    Vonny Wibawa                                    Phil Trussell
 (Jakarta)
 LMAP P+ Lead                      Trevor Bailes                                   Gavan Davies
                                                                                   (LMAP)
 Ausenco AusDB Technical           ?                                               ?
 Resource
 Ausenco Prism Technical           Brad Maclean                                    Cameron
 Resource                                                                          Gault
 CSS Representative (post          Eric Sidharta                                   Gareth Davies
 project support of Ellipse)
 IT Support Representative         Jimmy Jerkovic                                  Michael
 (future support of P+)                                                            Whelan




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    7. Communications
    7.1.      Communications Plan
Due to the geographically dispersed nature of the project and the global community of Ellipse users,
communications is vital to the success of the project. Several communication tools will be used
throughout the project to make sure stakeholders have the appropriate input to the project, and all
stakeholders are aware of changes before they happen and what to do when something unexpected
happens.

The communication tools are;

        Weekly team meetings (weekly)

        Regular sponsor meetings (weekly)

        Regular steering committee meetings (undefined at present)

        Status Reports (used for the sponsor meetings)

        Stakeholder Communications (a list of tools to use throughout the project)

These items are detailed in the following sections;

    7.2.      Regular Team Meetings
Once the project has started the team will meet regularly (weekly) via phone or video conference.
Additional meetings may be called as required. Each meeting will last a maximum of an hour and
require an agenda created by the PM. The agenda will be updated to form the minutes of the meeting
and then sent to team members and stored on the central file location. At a minimum the agenda will
include;

An agenda for the meetings will be used including a list of relevant issues. The complete list of issues
will exist in the Issues Register (see “Issues Register” sheet in “Martabe Construction Ready -
Registers.xls”). This will form an input and output of the meetings but will not be used to run the
meeting (ie: no meetings by spreadsheets).

        Status review of near term milestones (typically next 4-7). This is a tool to discuss the current
         forecast date, and any possible changes. The team will need to agree on the current status
         (using the green, amber, red notation) of the forecast dates so the PM may report accurately.

        Agenda items for relevant issues and risks. To avoid the management by large lists of issues /
         risks the PM will bring relevant issues and risks to each meeting.

        Agenda item for the addition of new issues and risks

        The location and file names of relevant documents to the meeting.

        Questions on upcoming holidays or changes to availabilities

        Functional agenda items such as time, place, meeting attendees and any conference call
         details




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    7.3.      Sponsor Meetings
During the execution of the project the PM and the project sponsor will meet regularly (weekly) to
discuss the project status. This discussion will address all the items in the Status Report (see below in
section “Regular Status Reports”) plus will also be used to authorise any changes in the project (that
impact scope, schedule or cost).

    7.4.      Steering Committee Meetings
During the execution of the project the Project Sponsor and Steering Committee will meet regularly
(????) to discuss the project status. The PM may or may not be included in the discussions. The
committee is responsible for approving budgetary strategy, defining and realising benefits, and
monitoring risks, quality and timeliness, plus assisting in removing barriers to the project’s success.
For further details please see the document Steering Committee Charter on Oxnet.

Due to the dispersed nature of this project, communications will be undertaken via phone conferences,
some video conferences (not available outside of Perth, Melbourne, GG and PH) as well as email.

    7.5.      Regular Status Reports
Status reporting forms an integral part of the project control framework. Using a one page status report
the goal is to give the Sponsor and Steering committee an overview of the projects status. Specifically
it will cover;

        Overall Progress narrative plus a qualitative assessment as Green, Amber, Red (No issues
         unmanaged, Some issues outstanding, Severe issues)

        Status of associated Risks, Resources and Costs. Plus a colour coded status (see above)

        Historical progress over the last 11 weeks

        Key Achievements and Objectives (in the past and next four weeks)

        Top 5 Hotspots. This is designed to address the top five unmanaged risks and issues with the
         project or dependencies.

        Schedule dates of next seven uncompleted milestones (including Baseline and current
         Forecast dates) plus narratives on near term milestones (next four milestones)

        Budget expenditure against current Forecast. Includes Estimate at Completion, and Estimate
         to Completion




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    7.6.      Stakeholder communications
In addition to the above meetings, several communications will take place during the project

        Project Kick Off communication to all stakeholders via a one page PDF communiqué.

        Update of intranet (Oxnet) profiles to include all team members and a short amount of
         personal information and picture if possible.

        All implementations or changes during the project require a “Pre Go Live” communication to all
         stakeholders with information on what will change and how it will affect the various
         stakeholder groups. This should include details on down time, and detail support processes
         during the change. This will be done via a “one page PDF communiqué”.

        The maintenance of an up to date “Stakeholder list” (kept as part of the Project Management
         Plan)

        The maintenance of an up to date “Contact List” including phone numbers and emails (kept
         separately in document “Martabe Construction Ready - Contacts.xls”)

        At project close or after the go live of large changes a one page communiqué will be sent out
         to all stakeholder describing the change made, the ongoing effects of the change and any
         work explicitly not undertaken. Possibly a narrative will be included on the performance of the
         people involved in the change / project.

During the project, all documentation mentioned in this plan will be held in;
\\melfps01\depts\finance\ellipse\Martabe_Construction_Ready_Project

This is a working area and the information held here is not for public consumption, but for the Project
Team and sponsors. All public facing documents will be sent via email, and possibly also published on
Oxnet. At completion these project documentation will be cleaned up and archived using the OneOx
standard.




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    8. Risk
    8.1.      Project Risks and Management
An Risk Register will be created and will be updated during the project by the PM. See the “Risk
Register” sheet in “Martabe Construction Ready - Registers.xls”. Risks will be assessed in a
qualitative fashion and will be communicated as required through team meetings, sponsor status
reports and possibly steering committee meetings.

NB: The risk management plan should meet the Oxims standards for Risks Management. This will be
reviewed and fit during the project execution.


    9. Procurement
    9.1.      Procurement Management
This project’s need for external procurement may be broken up into three areas;
        Incidental costs such as travel, taxis, meals and accommodation

        Purchase of external labour

        Purchase of equipment

All of the first items will be handled by Oxiana’s internal travel officers and Oxiana reimbursement
policies. As outlined in the Cost Management section no project team expenditure may be undertaken
without the PM’s prior approval. The PM’s travel and accomodation will be approved by the project
sponsor or direct manager.
External labour is to first go through an assessment of internal vs external (ie: make or buy) using
CSS or other departments. Once made a single quote is to be obtained from an appropriate supplier
and approved by the sponsor. Further requests for quote may be made if required by the project
sponsor.
Each request for quote must include a list of requirements and specific and measurable success
criteria.
Equipment purchases for commodity items such as PC hardware will go through Oxiana’s applicable
purchasing process and approved by the sponsor.
For travel and accommodation, all monitoring and costing beyond initial approval is the responsibility
of the travelling team member.
For the second and third type of procurement, all monitoring of the procurement cycle is the
responsibility of the PM. The final close of purchase orders and the storage of a copy of the related
documentation of the purchases is the responsibility of the PM.
.




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