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PMLC Project Charter eExpense System Implementation Project v1.0

Confidential Not for release outside of The George Washington University without written permission

PMLC Project Management Life Cycle

The George Washington University Electronic Expense (eExpense) System Implementation Project

Project Charter

Prepared By: J.Seile / A.Donaldson

Version: 1.0

Date: 11/16/11

Project Owner: Donna Ginter, Procurement

Deb Dickenson, Comptroller’s Office

Project Manager: Adam Donaldson

PPM:

STATUS: Draft

Routing for Document Approval

Approved

Unapproved



Table of Contents Revision History ............................................................................................................................................ 2

1 Project Description................................................................................................................................ 3

1.1 Business Need ............................................................................................................................... 3

1.2 Scope & Objectives ....................................................................................................................... 3

1.2.1 Inclusions & Deliverables ...................................................................................................... 3

1.2.2 Exclusions .............................................................................................................................. 4

1.3 Assumptions .................................................................................................................................. 4

1.4 Constraints .................................................................................................................................... 5

2 Project Organization ............................................................................................................................. 5

2.1 Governance ................................................................................................................................... 5

2.1.1 Project Management Lifecycle (PMLC) Process .................................................................... 5

2.1.2 Executive Sponsors ............................................................................................................... 5

2.2 Allocated Project Resources ......................................................................................................... 5

2.3 High‐Level Project Organization.................................................................................................... 7

3 Timeline & Milestones .......................................................................................................................... 7

3.1 Timeline ......................................................................................................................................... 7

3.2 Project Milestones ........................................................................................................................ 8

4 Approval ................................................................................................................................................ 9

Revision History

Version Number

Date Author Notes

1.0 11/16/11 A.Donaldson Routing for approval



1 Project Description

1.1 Business Need Current expense reporting and PCard reconciliation processes are manual and labor intensive, with employees required to use two separate processes for justification of expenses. The eExpense solution will allow for a seamless integration with the proposed Travel Portal solution with data collected at the time of travel booking and through the travel of the user pre‐populating expense reports. Non‐travelers who are required to submit expense reports are also able to easily navigate the system. eExpense allows for closer‐to‐paperless end‐to‐end processing, offering a fax‐ or email‐to‐report option for those users without access to electronic versions of receipts. eExpense will also allow for integration of PCard reconciliation into one process for the end user, and streamline back end auditing functionality.

1.2 Scope & Objectives The eExpense solution seeks to:

Achieve paperless expense reimbursements, approvals and journaling.

Reduce expense processing time and transaction costs.

Reduce the amount of time and effort required to submit, approve, process and pay expense reports.

Integrate PCard processing with automated pre‐population of expense reports with PCard transactions to eliminate manual processes and “yellow envelopes”

Accommodate and automate enforcement of existing and future University‐wide expense policies and rules allowing support staff to focus on value‐added activities including auditing and monitoring of compliance with policies.

The Travel Portal and eExpense ‐ Project Proposal 1.82.pdf (Proposal) contains specific Business Requirements which are all considered to be included in the scope of this project. Section 1.2.1 below is a summary of the major deliverables included in the scope of this project.

1.2.1 Inclusions & Deliverables eExpense Implementation: The project will manage the overall implementation and launch of

the Concur expense management system using GW’s Travel Portal web site as an entrance to the system allowing users to manage expense reimbursement & reconciliation per the approved Business Requirements.

PCard Processing: The solution provides a mechanism for users to access expense data from PCard and travel as well as enter data for other expenses along with the ability to upload supporting documentation. This will require integration of a PCard flat file feed from JP Morgan to capture line‐item expenses charged by PCard users (directly to Concur). The E‐Expense solution will eliminate the need for separate PCard reporting on behalf of users via the yellow envelopes.

Account/Org/Fund Allocation: Users will perform the necessary allocation to the appropriate account/org/fund/award from within the application, before the activity has been interfaced into AP.

Audit Rule Definition & Configuration: The Concur Expense solution allows for significant personalization based on GW’s policy and audit rules and allows for future adjustment of these rules by a GW staff member or members to be trained on administration of the system. The



project team will be required to spend significant time prior to implementation determining the manner in which policies and procedures will be applied within the system.

Reporting: Accounts payable personnel will have the ability to select, review or audit any expense submitted and approved without manual intervention or paper, prior to expense report posting to the AP module or GL. Concur Expense includes a robust reporting and auditing capability that meets the stated system requirements and is sufficient to maintain appropriate A/P and PCard controls without the use of a secondary PCMS system.

Interface Development: Recurring interfaces to be developed, implemented and maintained either in flat‐file exchange in the Concur‐defined format or as a web service:

o Approvers list (depth based on workflow implemented).

o List import for cost centers.

o List import for expenditure items.

o Standard Accounting Extract (invoice).

o Payment Confirmation and Funds Checking.

Single Sign On: This project will include integration of a single sign on through a GW web portal page along with appropriate feeds to ensure appropriate authentication.

Vendor Integration: The project team will coordinate implementation with Concur resources.

Staffing: The Project Owner will acquire the additional staff agreed to in the Proposal to manage the eExpense beyond this implementation project.

Branding: The eExpense branding will be in line with Travel Portal branding. This project will manage the initial communications, training and marketing activities through a predefined launch period of 6 weeks from system general availability.

Travel Portal Integration: eExpense development should inform and be informed by implementation of Travel Portal so that operation will be seamless to the end user once both systems are functional.

1.2.2 Exclusions Travel advances are not being considered as a part of this project

The Concur Expense module is limited to employee use only for settlement of expenses and PCard reconciliation. Students, contractors and vendors will not be included in the expense solution or travel portal at this time.

In‐depth approval workflows are out‐of‐scope for this project, unless, internal audit recommends not implementing workflow “lite” due to controls integrity or other issues.

Identified as Out‐of‐Scope for this project:

o Streamlined GW‐wide workflow

o Consolidation/reduction of number of GL accounts

o Per Diems

While PCard reconciliation, reporting and auditing are in‐scope; determination of eligibility, changes to limits and other management of users is not.

1.3 Assumptions PCard policies and procedures will be changed based on opportunities of new system.

A/P policies and procedures will be changed based on opportunities of the new system.



Technical support will be hired and supported by FSS prior to development phase of Concur Expense.

Technical support will be hired by Division of IT prior to implementation of Concur Expense.

Workflow lite will be evaluated by internal audit.

The identification of eligible members into profile groups does not need to be managed by data from GW initial load or recurring interfaces.

Resources are available to meet the timing requirements of the Division of Finance.

Types of expenses that are currently submitted on T&Es at GW will be available to submit electronically, including: travel, supplies, meals, and training.

Paperless (both on user and administrator end) transactions to be included in this project plan:

o Expense reimbursements.

o Approval (pre/post expense).

o Automated processing.

1.4 Constraints The GW Travel Portal must be implemented, including single sign on, prior to completion of

eExpense implementation.

2 Project Organization

2.1 Governance

2.1.1 Project Management Lifecycle (PMLC) Process This project will follow the Project Management Lifecycle (PMLC) process. The project will consist of gate reviews with the Executive Sponsors after the Planning, Analysis/Design/Development, Testing/Readiness, Cutover and Closing Phases. For details on the PMLC, please visit the PMLC Toolkit eRoom at https://eroom.gwu.edu/eRoom/EVPT/PMToolkit (contact Adam Donaldson at

for access to that eRoom).

2.1.2 Executive Sponsors The Executive Sponsors of the project are:

Dave Lawlor, Senior Associate Vice President of Finance

Dave Steinour, CIO or Ed Martin, Deputy CIO Division of Information Technology

2.2 Allocated Project Resources

Resource Group Role / Activity

Project Leaders Deb Dickenson Finance – Comptroller’s Office

Project Co‐Owner – Responsible for overall implementation

Donna Ginter Finance ‐ Procurement Project Co‐Owner – Responsible for overall implementation

Adam Donaldson Finance ‐ Business Mgt & Analysis Group

Project Manager / Communications Lead – Responsible for managing overall implementation and communications planning



Resource Group Role / Activity Division of IT

Tom Breslin Enterprise Information Services

Sr. Mgt. Technical SME – Coordinate IT resources for the project and serve as IT escalation point

Kishan Devineni Enterprise Information Services

Technical Lead – IT development of solution

Anna de Lapparent

Enterprise Information Services

Technical Lead – IT analysis, IT design and IT testing of solution

To‐Be‐Hired IT Technical SME – IT development, implementation & administrative support

Office of Finance

Dan MacGregor Financial & Accounting Operations

Sr. Mgt. Functional SME –Coordinate and lead A/P resources

Lennox Jones Financial & Accounting Operations – A/P & Travel

Functional Lead – A/P and Travel

George Bedford Procurement Functional Lead – PCard Integration

Josh Rubin Procurement Technical Lead – Procurement Technology Inputs

Jeff Pearson Financial Systems Support

Sr. Mgt. Technical SME – Configuration and Testing Support

Kevin Perry Financial Systems Support

Functional Lead – Configuration and Testing Support

To‐Be‐Hired Financial Systems Support

Functional SME – Configuration, Testing and ongoing administrative Support

Others

Steven Van Der Werf

Concur Vendor Implementation Lead

Mike Cullen Baker Tilly – Internal Audit

Verification of Financial and Data Controls Integrity

TBD Finance Director(s) Stakeholder Input

Table 1 – Allocated Project Resources



2.3 HighLevel Project Organization

Figure 1 – Project Organization Chart

3 Timeline & Milestones 3.1 Timeline The following timeline is based on the activities and milestones listed in the approved Travel & Expense Proposal. Additionally, this timeline accounts for GW holidays and adds deployment activities not listed in the proposal.

Figure 2 – Project Timeline



3.2 Project Milestones

Milestone & Major Activities E*Expense critical path tasks

Engage team and stakeholder participants 10/19/11

Approval to make A/P, PCard, Travel process changes Project start + 4 weeks

Identify policy changes necessary Project start + 4 weeks

Stakeholder meetings/buy‐in Project start + 8 weeks

E*Coordinate implementation schedules with vendors Project start + 4 weeks

E*Finalize IT Requirements & Functional Design includingrequirements for integrations and validate security requirements

Project start + 4 weeks

Hire new staff (FSS/IT) Project start + 8 weeks

Planning Gate Review Board Project Start + 8 weeks

Analysis, Design & Development

Engage vendors Plan Approval

Establish configuration Plan Approval + 4 weeks

Knowledge transfer on system configuration and maintenance tools

Initial configuration + 2 weeks

Develop test plan Plan Approval + 8 weeks

Develop communication & training plans Plan Approval + 8 weeks

Develop Expense Interfaces Plan Approval + 18 weeks E*IT Analyst Testing Completed Plan Approval + 31 weeks E*Initial FSS Testing Completed IT Analyst testing complete + 2 weeks

Code Freeze IT Analyst testing complete + 2 weeksE*EndtoEnd FSS Analyst Testing Completed IT & FSS Initial testing complete + 4

weeks

AD&D Gate Review Board Plan Approval + 39 weeks

Testing and

Rdi

E*UAT AD&D+4 weeks

Rework UAT +2 weeks

E*Regression Testing UAT + 4 weeks

T&R Gate Review Board AD&D+8 weeks

Deploy t/ Implementation Testing & readiness + 1 week

Production Validation Implementation +1 week

Post GoLive Gate Review Board T&R + 2 weeks

Total Duration 57 weeks**

** The total duration gets the project through implementation of for system availability for users. Shortly before, during and after

implementation, an initial communications / adoption campaign will occur. This time is accounted for in Figure 2 above.

Table 2 ‐ Proposed Milestones & Major Activities



4 Approval By signing, the individuals listed below have approved this project charter and have committed to the project scope, organization and timeline detailed within.

Name: Dave Lawlor Name: David P. Steinour Title: SAVP Finance Title: CIORole: Project Executive Sponsor Role: Project Executive Sponsor Date: Date: Name: Deb Dickenson Name: Donna Ginter Title: Comptroller Title: Director of Procurement Role: Project Owner Role: Project OwnerDate: Date:

<For an approval received via electronic means, such as email, please indicate by placing “Electronic Approval” on the approval line. Please then place a copy of the electronic approval in the same project file folder where the approved version of this document is stored.>

Electronic Approval Received (see attached)






Appendix A – Related Documents

File Name Document Owner

Document Location or Link

GW Concur Agreement ‐ 25 Sep 11.pdf D.Ginter https://eroom.gwu.edu/eRoom/EVPT/eExpense/0_1e969

Travel and Expense ‐ Project Proposal 1,82 APPROVED.pdf

A.Donaldson https://eroom.gwu.edu/eRoom/EVPT/eExpense/0_1e963

Travel Portal Concur Expense Management Proposal ‐ APPROVED BY

KATZ.pdf D.Lawlor https://eroom.gwu.edu/eRoom/EVPT/eExpense/0_1e963



Appendix B – Glossary Term / Acronym Definition

AD&D Analysis Design & Development

AEBTS American Express Business Travel Services

AP or A/P Accounts Payable

AR Accounts Receivable

BMAG Office of Finance ‐ Business Management & Analysis Group

CIO Chief Information Officer

CO Office of Finance ‐ Comptroller's Office

CSV Comma Separated Values

EAS Enterprise Accounting System

EIS Division of IT – Enterprise Information Services group

ETS Endowment Tracking System

FSS Office of Finance ‐ Financial Systems Support

GL or G/L General Ledger

GM Grants Module

GW The George Washington University

GWU The George Washington University

HR Human Resources

DivIT or IT Division of Information Technology

PCard Procurement Card

PCMS Payment Confirmation Management System

PMLC Project Management Lifecycle

SAML Security Assertion Markup Language

SAVP Senior Associate Vice President

SME Subject Matter Expert

T&E Travel and Expense

T&R Testing & Readiness

UAT User Acceptance Testing

XML Extensible Markup Language