Realistically develop schedule and identify potential

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Realistically develop schedule and identify potential outsource opportunities ie Project Management, consultants, software configuration, etc. Contingency Plan: Identify scope priorities and schedule slippage opportunities. Monitor closely the workload and personnel assignments. Utilize outside resources if budget will accommodate Risk 3 Description Outsourcing project implementation Probability: High Impact: System may not fully meet needs. Costs are increased. Mitigation Strategy: Ensure dedicated Project Manager resource. Must closely monitor and manage outside implementation team. Perform regular validation reviews to ensure implementation assumptions used by third party are consistent with user organization(s) as well as track progress to identify issues that may cause schedule delays and cost overruns. If schedules start to slip, apply additional resources and/or re-focus vendor priorities. Monitor cost incurrence closely. Structure the third party agreement to incentivize schedule adherence, cost control, and resultant system performance. Contingency Plan: Monitor situation closely and utilize all functionality available. Worst case: Status quo continues, unable to fully meet statutory requirements, serve customers, and procurement bottleneck. SPD may be required to assign personnel to cover gaps in system/tool availability P AGE 33
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eP ROCUREMENT & S TRATEGIC S OURCING Risk 4 Description Financial handling of procurement transactions in current SHARE system may have deviated from the “boiler” assumptions that are built into the procurement modules Probability: Unknown Impact: procurement transactions may be tracked in the financial system inconsistently and/or incorrectly Mitigation Strategy: Substantial testing of the procurement (related) modules of Peoplesoft for financial handling/results will be necessary to identify if problems exist with current financial flows and those built into the modules Contingency Plan: In event financial transactions are inconsistent between the modules, delay of migration to the production environment may be necessary until such time resolution and consistency are available. SPD may be required to assign personnel to cover gaps in system/tool availability Risk 5: Ineffective Training for Purchasing staff Description – Inadequate or ineffective SHARE training for SPD and Agency Staff. Probability : POSSIBLE Impact : LOW Improvements and enhancements to current PeopleSoft (SHARE) system purchasing functionality will not be realized. Transition or change management will be more difficult because of user errors. Increased User trouble tickets and demand for SHARE technical support staff. Mitigation Strategy : Identify Training needs, end users who need training. Standardize procedures for all Central Purchasing and Agency Purchasing end users. Identify “Super Users” from the Central Purchasing, Agency and Tech Support User community who will be trained. Engage “Super Users” with the eProc Team in developing of comprehensive training plan to provide training on Purchasing modules, functions and procedures.
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