Detailed Project Plan: Enterprise Systems
Call me old school, but I am a fan of using Microsoft Project to create a detailed project plan at the beginning of a project, and to manage the overall project. It is one of the tools that I use along with a project calendar, status reports, and issue logs to ensure that no details get lost and to make sure we all know where know where we are in the project.
No one else on the project team really wants to look at a Gant chart so while it is available to the team throughout the project, I don’t expect anyone else to pay attention to the level of detail I capture in the MS Project plan.
Who creates: Project Manager with input from, and in collaboration with, multiple internal and external resources. This should align with the implementation partner’s plan and supports the timelines and dates in the Project Charter and the Project Document.
Who approves: this is a Project Manager tool and doesn’t get approved on its own but the dates are included in other project deliverables that are approved.
When: since this is a living document and evolves with the project, the initial plan should be completed in coordination with the signed statement(s) of work and Project Document.
What’s Included:
I always start with the same shell or outline to drive the project planning and reduce redundant work from project to project. The sections I generally include are the following for a non-validated system (not subject to 21 CFR Part 11 validation):
— Project administration: tasks include planning and related planning documents like the Project Charter and Project Document, general administration, resource allocation, and preparing for the project kick off.
— Project initiation: tasks include the project kick off, scheduling of initial workshops, and any other vendor / implementation partner tasks to get the project started.
— Analysis and design: tasks include requirements and design workshops, requirement document development, report/query specification, integration specification.
— Data migration: tasks include data migration specifications and initial cutover planning.
— Configuration and development: tasks include configuration and development activities, supporting documentation, and initial unit testing.
— Documentation: tasks include activities related to documentation deliverables required for the project such as updates to initial documents (training, data migration, requirements, etc.), SOPs, and updates to (or development of) SOX controls/narratives if applicable.
— Testing and verification: tasks include the updated test plan, test scenarios and execution of testing activities, and a summary of the testing performed.
— Training: tasks include finalized training plan, training material, training execution, finalization of supporting procedures / desktop instructions, and a summary of training activities.
— Production prep and cutover: tasks include the final production cutover activities and documents, final data migration / cutover plans and activities, readiness assessment, Go Live memo, and Go Live.
— Post go live / production cutover: tasks include post Go Live support, final data migration if applicable, system acceptance, and final documentation.
— Project closeout: tasks include verifying all project tasks are complete including project deliverables, project debrief, handover to operations, and project close out meeting,
Other Things to Note
Once I have the basic shell, I work with the implementation partner(s) to align with their project methodology. Because implementation partner(s) tend to focus on a narrower project scope than what is required for the client and client’s project, my project plan is the master plan for the project.
Validated systems require additional processes and deliverables that would add sections to meet the demands of the project but tend to have similar sections. Documentation and testing are generally more rigorous.
The project plan is obsolete the moment it is completed and requires continuous attention throughout the project as things change. This may expand and / or contract the MS Project Plan.
I use a Visio project calendar to confirm the overall timeline and ensure that dates make sense with the relevant resources. It gives me a different visual representation of the project to make sure I don’t miss anything.
Each week I generate a status report that includes even more detailed tasks than are included on the MS Project Plan that is also used to cross check the overal plan.
How long is this document? Once again it depends on the complexity of the project and the desired level of detail for the project manager to effectively plan the project. Mine typically start at 5–7 pages, between 125 and 175 tasks, and expand throughout the project as more details emerge.
Why Share This Now? Back when I was an accountant, working for my dad’s accounting firm, we had a lot of small businesses as clients. The owners of the small businesses struggled with basic bookkeeping and accounting which meant that we couldn’t add value to them and their businesses because we were so focused on the fundamentals. We created a few accounting classes for them in the form of Accounting 101, 102, 201, and 202 so we could do more with them.
I’m applying the same principles here. If I can help my clients (prospective or current) help themselves with projects and project deliverables, then I get to elevate my role beyond the day-to-day and into a strategic and advisory role which, frankly, is a lot more fun!
Check out my blog post Project Deliverables: Enterprise Systems for the complete list of deliverables with links other blog posts.
Have Questions or Require Assistance?
Feel free to reach out to Terri with any questions you might have via email at terri.mead@solutions2projects.com or through the company website SolutionsProjects, LLC.
About the Author
Terri Hanson Mead, MBA, PMP, is a technology and compliance strategist for biotech, pharma, medical device, diagnostic, and digital health companies. Through her company, Solutions2Projects, she helps life sciences companies align technology roadmaps with corporate objectives and meet IT compliance requirements in a complex and regulated industry. As an expert witness, Terri provides pre-litigation consulting and expert witness services for failed technology projects, including enterprise systems.
