Raed Project

1. Raed Project 2nd Meeting of The Executive Steering Committee Project Management Team King Fahd University of Petroleum & Minerals Dhahran 31261, Saudi Arabia June 13, 2005

2. Outline • Progress and Cost To Date • Project Management Plan • Methodology • Scope management • Schedule management • Cost management • Organization & team development • Procurement plan • Quality management • Risk management • Communication plan • Earned value management • Professional responsibility • Critical Issues

3. Progress To-Date

4. Cost To-Date

5. Methodology Improve Business Processes Goals & Objectives As-Is Workshop System Orientation To-Be Workshop Finalize Processes Select ERP System Select Implementer Review Processes Configure/ Customize Systems Migrate Data Train End Users

6. Modeling & Analysis of AS-Is Processes • Objectives • Provide a framework for understanding processes • Model as-is business process • Model business objects/entities • Effectively measure and analyze processes • Identify areas for process improvement • Map interfaces • Model and analyze as-is processes • Team building • Give the project a jumpstart Emil Ansarov Schedule: July 2 - 6, 2006

7. Cost Strategy • Drive intense competition among vendors • Acquire licenses in stages • Maximize use of current server hardware • Engage technical resources from within the University • Model, analyze and renew processes prior to implementation ERP system software SR 2,700,000 Hardware SR 200,000 ERP consulting services SR 5,500,000 Change management SR 1,300,000 Total SR 9,700,000

8. Organization

9. Team Development • Project Name: Raed • Focusing on Teams not Individual • Training Programs • Social Activities • Reward & Recognition • Performance Appraisal • Incentive Plan

10. Procurement Plan • Procurement Requirements • Request for Proposals • Vendor Selection Criteria • Administration of Contracts • Contract Closure

11. Procurement Plan

12. Quality Plan • Quality of the Product- the ERP System • Quality of the Project • Deliverables • Quality Material • Quality Event • External Quality Audits

13. Quality of Deliverables

14. Risk Management

15. Communication Plan

16. Earned Value Management SAR Time

17. Earned Value Management Building EVM Matrix Charting Planned Value

18. Earned Value Management Plotting PV vs EV Super Imposing Actual Cost

19. Earned Value Management Integrating Scope, Schedule and Cost Planned Value Earned Value Actual Cost

20. Earned Value Management Project Analysis and Forecasting Project Performance Indicators

21. Professional Responsibility • Ensuring that there is no conflict to interests while evaluating a product/service or a vendor. • Avoid taking any undue favor from vendors involved. • Maintain complete documentation and transparency for all the business transactions and decisions. • Help the fellow team members in enhancing their ability to perform better • Adhere to the great values of the Kingdom and the University

22. Professional Responsibility • Be truthful all the time and in all situations • Maintain professional integrity and respect confidentiality of sensitive information • Understand that perceptions and behaviors are different between cultures • Respond to ethical challenges by choosing to ‘do the right thing.’

23. Critical Issues • Availability of Business Process Owners and Key Users • Availability of Space for the Project Office • Role and Readiness of the ITC

24. Thank You