EBSPMO-003-Project Charter - Hail SAP Project v1 9

PROJECT CHARTER
HAIL SAP PROJECT

Version No: 1.9
Date: 10/10/2016
Purpose of this Document:

This Charter authorizes the execution of Project Hail SAP Project.
Approval of the Charter indicates an understanding of the purpose and
content described in this deliverable. By signing this deliverable, each
individual agrees work should be initiated on this project and necessary
resources should be committed as described herein.
Document No.: EBSPMO-003

TASNEE
Document Name: Project Charter - Hail SAP Project Version 1.9
Date: 10/10/2016
Page 1 of 39
PROJECT CHARTER APPROVAL SIGNOFF

Approver Name
Approver Title
Approver
Role
Jawad Al Hamayel
Head of Hail Plant

Operation, Hail
Project
Business Project
Sponsor
Adel Abdulhadi
VP, EBS
IT/EBS Project
Sponsor
Omar K Al-Belali
GM, GBS
Christo Esterhuizen
GM, GBP
Mansour Siddiqui
Section head, SAPCC
Project Manager
Mohammed Khadeer
Head of PMO
PMO
Othman M. Alshaikh
BP SBU Corporate
Business Partner
Signature
Date
Note: The final authority to sign this document is Project Sponsor; other
authorities can be included as per Project need.

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Date: 10/10/2016
Page 2 of 39
&
CHANGE/VERSION HISTORY
Version
No
Version
Date
Change Description
Changed
By
Document/File
Name
1.0
30/03/201
6
First version created
Othman
1.1
14/04/201
6
Business
project
sponsor changed from
Ryyan to Saeed
Othman
1.2
17/04/201
6
Changes requested by
PMO
Othman
1.3
19/04/201
6
Changes requested by
PMO
Othman
1.4
21/04/201
6
Mansoor
1.5
26/04/201
6
Procurement Strategy
Major
Project
milestones
and
deliverables
Project Functional and
Technical Teams
Section 3.2.1 added for
Project duration and
risk associated to it.
EBSPMO-003Project Charter
Hail
SAP
Project.docx
Hail SAP Project
v1.1.docx
Hail SAP Project
v1.2.docx
Hail SAP Project
v1.3.docx
Hail SAP Project
v1.4.docx
1.6
27/04/201
6
Section 4.3/4.4 added

for Business Project and
EBS
Operations
resource requirements
Christo
1.7
01/05/201
6
Updated section 4.3

table and committed
changes
Othman
1.8
03/05/201
6
Committed changes
Othman
1.9
10/10/201
6
1. General Information
section updated
2. Project Business
team updated
3. Business/Project
sponsor updated
4. Risk Management
section updated
5. Key Contact list
updated
6. Project Functional &
Mansoor

TASNEE
Date: 10/10/2016
Mansoor
EBSPMO-003Project Charter Hail SAP Project

v1.5
v1.6
v1.7
v1.8
v1.9
Page 3 of 39
Technical Team
updated
7. Project steering
Committee updated
8. High level Project
Plan updated
CONTENTS
1.
Executive Summary.....................................................................................
1.1
1.2
1.3
1.4
1.5
2.
General Information.....................................................................................
Business Challenges.....................................................................................
Business Objectives......................................................................................
Business Benefit...........................................................................................
Impacted Organisations................................................................................
Project Overview..........................................................................................
2.1
2.2
2.3
2.4
2.5
2.6
2.7
3.
Business Requirement..................................................................................
Background..................................................................................................
Project Scope................................................................................................
Critical Success Factors..............................................................................
Assumptions...............................................................................................
Constraints.................................................................................................
Procurement Strategy.................................................................................
Project Delivery..........................................................................................
3.1
3.2
3.3
3.4
4.
Project Methodology...................................................................................
High-level Project Schedule........................................................................
Major Project Milestones/Deliverable..........................................................
Delivery Strategy (RACI).............................................................................
Project Organization...................................................................................
4.1
4.2
4.3
4.4
4.5
5.
Project Organization Structure....................................................................

Project Team Identification.........................................................................
Project Business Team Identification...........................................................
EBS Operational Team Identification...........................................................
Roles and Responsibilities..........................................................................
Project Budget............................................................................................
5.1
5.2
6.
Funding Source...........................................................................................
Approved Budget........................................................................................
Organizational Change Management.........................................................
6.1
6.2
7.
Training Strategy........................................................................................
Project Communication Management.........................................................
Risk Management.......................................................................................
8.
Key Contact List..........................................................................................

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1. Executive Summary
1.1
General Information
Project Approved by IT Steering Committee (Circle the
right option)
Project
Project Sponsor
Hail SAP Project
Number
(Business)
Project
APR/2016 TO
Project Sponsor (IT)
Timeline
DEC/2016
Organizational Scope (Tick mark only one option)
SBU Titanium
T&I
SBU
Finance
Petrochemical
(CFO)
Corporate
SBU Downstream
HR
1.2
YES
/ NA
Jawad Al Hamayel
Adel Abdulhadi
Corporate-IT Infra
CorporateProcurement
Corporate-Others
Business Challenges
1.2.1 Totally new company from A to Z
1.2.2 Different plants that vary in operational processes
1.2.3 Financial challenges to reduce the cost
1.2.4 Limited and frequently changing resources
1.2.5 High visibility of the new company
1.2.6 Rowad Business Process and Documentation will be followed for:
Green Films = Rowad International Geosynthetics Co. (Dammam)
Plastic Pallets = Rowad National Plastic Co. (Riyadh)
Plastic Pipes = Rowad National Plastic Co. (Riyadh)
1.2.7 Water Recycling Units is completely new Plant and business
1.2.8 Ramadan work schedule and Eid Holidays
1.3
Business Objectives
1.3.1 To implement SAP ERP at Hail company
1.3.2 Implementation covers 4 plants
1.3.3 To follow Tasnee practices in other sites, particularly Rowads

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1.4
Business Benefit
1.4.1 To automate operational processes
1.4.2 Reduce manual work to manage the operations
1.4.3 Generate accurate reports from the ERP system
1.5
Impacted Organisations
This project impacts Hail site with its plants part of the Plastic unit of
downstreams SBU

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2. Project Overview
2.1
2.2
Business Requirement
Hail is a green field project which will be part of the Plastic BU. The
objective is to implement SAP in the HAIL operation complex to cover all
operations.
Today there is NO other solution, and it is important to ensure the right

startup of the operation with the proper ERP system in place, as a late
introduction for a new startup site may affect the operation and team
efficient utilization of the system.
Background
2.2.1 Definitions:
2.3
2.2.1.1
EBS Enterprise Business Solutions
2.2.1.2
PMO Project Management Office
2.2.1.3
SME Subject Matter Expert
2.2.1.4
SPOC Single Point of Contact
2.2.1.5
BS Business Solutions
Project Scope
2.3.1 Modules in Scope
2.3.1.1 Finance FI / CO / IM (PS) (VIM )
2.3.1.2 Sales and Distribution SD
2.3.1.3 Quality Management QM
2.3.1.4 Procurement - MM
2.3.1.5 Supply Chain WM / LE
2.3.1.6 Production Planning PP
2.3.1.7 Plant Maintenance PM
2.3.1.8 Project System PS(IM)
2.3.1.9 Human Resource HR
2.3.1.10
Document Management System DMS

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Process Track
Sub Processes

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Record to Report
(R2R)(FICO)
General Ledger
GL Account - Master Data

GL - Account Assignments
GL - Income Statement Accounts
GL- Balance Sheet Accounts
Trial Balance
Balance Sheet
Payables
Payables
Payables
Payables
Payables
Payables
Payables
Payables
- Master data and open items

- Invoice verification
- Review automatic payment run
- Process automatic payment run
- Print Payment Advices
- Print Cheque / Cheque Management
GRIR
Receivables
Receivables
Receivables
Receivables
Receivables
Master data and open items

Sales Order verification
Aging Analysis
Credit Control and Release
Fixed Assets
Capitalization from Direct Purchases
Capitalization from AUC
Retirement of Assets
Depreciation Run
Revaluation of Assets
Asset Register and Inventory Management
CO Module - High-level Scope
PP / Costing

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PP- Set up of recipe / activity types

PP- Production confirmation
PP- Variance posting
PP- Tank Taping file / posting variances
PP- Product costing run
PP- Release of Standards
PP- Settlement of process orders
PP-Cost reports
Page 9 of 39
Order to Cash /
Logistics
execution
(OTC/LE)
Quality
Management
(QM)
Procure to Pay
(PTP)
(MM-LE-WM)
Sales Order Processing:

Delivery
Free of Charge Delivery
Returns and Complaints
Sales Processing using Third Party (with/without
Shipping Notification)
Credit Management
Sales of Non-stock Item with Order Specific
Procurement
Debit Memo Processing ;
Credit Memo Processing
Sales: Period End Closing Operations ;
Samples Processing
Presales Activities
Sales Order Processing with Warehouse Management
Rebates Handling
Customer Satisfaction Management
Intercompany Sales
Reporting
In process Inspection with production
Source inspection
Incoming GR inspection for purchase order
Outgoing or Inspection for GR form Production.
Batch classification
Inspection lot creation and sample determination
Customer complaint process
Vendor complaints Process
Quality certificates @ goods receipt and Certificate of
Analysis (CoA) with customer specifications.
Quality Order management.
Quality with Procurements
Quality with SD Process
Quality with Plant maintenance (Test equipment
management)
Quality Dynamic Modification and statistical process
control
QM during Goods Movements
Quality Inspections for Outbound delivery
Quality with Warehouse management and Handling
unit management
Materials Master, Vendors Master, Service Master

Info records, Source List
Request for Quote / Quotation maintenance and Analysis
Consumable Purchasing
Procurement with or without QM
Procurement Contracts / Schedule Line Agreements

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Plan to Make
Return to Vendor
Procurement and Consumption of Consigned Inventory
Procurement on Quota Arrangement
Procurement of Batch-Managed Stock Materials
Procurement of Warehouse-Managed Stock Materials
Procurement of External Services / Sub-Contracting
Quality Management in Procurement
Invoice verification
Inventory management; Physical inventory
Define Message Outputs
Document Workflow (Approval Strategy) and Transmittals
Classification / Purchase Conditions
Follow on Functions
Reporting/Enhancements/LSMW
Data Uploading tools
Approved Manufacturers list and Vendor evaluation
Repairable and refurbishment
Reservation / Goods Movement
Supply Chain- WM High-level Scope
Warehouse Management
Stock Transfer with Delivery
Stock Transfer without Delivery
Physical Inventory / Inventory Count and Adjustment
Supply and Demand Planning
Barcoding for MRO
Tank Trailer Filling
Totes Handling
Vendor Managed Inventory
Reports
Material Master analyze report (created, changes, and
Min/Max)
Goods Receipt report (MIR)
Goods Issue and receive report
Inventory variance report
Material Aging report
Dead stock report
Slow moving report
Non stock report
Monthly and Annual report
Supply Chain-LE High-level Scope
Outbound Logistics
Inbound Logistics
Transportation/TRACKING/WEIGHBRIDGE
Material Requirement Planning Process

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(PTM)
Master scheduling Process

Make -To- Stock (Discreet, Process and Repetitive mfg.
types.)
Recipe Management
Process orders with co-products and by products
Work in Process (Batch)
Classification with Batch managed materials
Subcontracting Process in production environment
Engineering Change Management in Process
manufacturing.
Rework process
Stock handling with different scrap types in
manufacturing.
Repetitive Manufacturing or Period based
manufacturing for Recurring stock Pilings
Product costing management for all industry types
Build to Maintain
(BTM)(PM)
Maintenance work order Process

Breakdown Maintenance Process
General Maintenance process
Preventive Maintenance Process
Calibration process - internal / external
Capital Investment process
Condition based maintenance process
equipment/plant improvement process
Shutdown Maintenance process
Maintenance Planning and scheduling
Refurbishment process
Work clearance management
Subcontracting business process
External/internal service process
Overhaul Maintenance Process
Project systems
(PS)
Project Set up
Enter budgets in project
Process charges to a project
Capitalization from AUC
Retirement of Assets
Depreciation Run
Project Reporting
(PP)
Human Capital
Management
(HCM)
Organisational Management
Personnel Management
Payroll
Self-Services
o Business Travel
o Employment Letter
o Housing Advance
o Personal Data Maintenance

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o
o
o
o
o
o
o
Document
Management
System (DMS)
2.4
Personal Status Change

Time Management
Reimbursements
Leave Reports
Requests/ Complaints
Exit Interview Final Settlement
Emergency Loans
Interfaces to internal systems

o Link to other R/3 objects, such as:
o Materials
o Equipment
o Customer
o WBS Element
o Batch
o Layout area
o Functional location
Engineering change management with integrated
workflow
SAP Business Workflow
Document Structures
Internet application functions
Interfaces to external systems
o Any workstation application
o CAD systems via SAP-CAD interface
o Archiving using R/3 ArchiveLink or Knowledge
Provider
Critical Success Factors
2.4.1Business ownership, availability of business and internal

resources, Scope definition and timely budget approval
2.4.2EBS PMO function will be key in the success of the project, to act
as a catalyst within EBS as well as a SPOC with the rest of the
organization and other stakeholders
2.4.3The new Engagement Process methodology put in place by EBS
BP function allows all parties to be aligned and validate all stages
formally by going through Stage Gates Active and committed
business sponsorship

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2.5
Assumptions
2.5.1 SAP implementation at Hail will follow Tasnee practices at Rowad sites
2.5.2 Business Process Owners will be made available during the
implementation phases
2.5.3 SAP Project will be funded from the Hail projects budget
2.5.4 Project go-live depends highly on the availability of the above. Any
delay on the above objects will directly impact the total period of the
project
2.5.5 Business Process flow and Documentation will be made available during
implementation phase
2.6
Constraints
2.6.1 ERP needs to be implemented as soon as possible to support the

business operations
2.6.2 Limited resources from EBS and business operations sides
2.6.3 Critical financial situation limits the budget
2.6.4 Ramadan work schedule and Eid Holidays
2.7
Procurement Strategy
2.7.1 Lump sum Project will award to vendor based on above Section 2.3
Project Scope.
3. Project Delivery
3.1
Project Methodology
Project will be executed as per the IT/EBS PMO Project Management
Methodology. EPM Project Server shall be utilized as the Core Project
Management Tool.
Project Manager shall refer the Project Management Process and Gate
Review Checklist (Quality Check) to comply with the requirements for
successful project delivery.
Below is the snap of the Project Methodology:

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Figure 1 : IT/EBS PMO Project Methodology
3.2
High-level Project Schedule
3.3
Major Project Milestones/Deliverable

Project
Phases
S.
No.
1
2
P1-Initiation
3
4
P2Preparation
/Requirements
1
2
3
4
5
Deliverable(s)
Produ
cer
Final
Approver
Approved Business
Case Document
Approved Project
Charter
Project Team list
Gate review
checklist
Approved SoW - RFP
Updated Project
Schedule in EPM
Budget Spend Plan
Risks/Issues
management in EPM
Resource
Matrix/engagement
Plan

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6
7
Communication Plan
Developed Quality
Plan
Updated Risks/issue
Register in EPM
Approved Business
Blueprint Document
Updated Risk/Issue
Register
Test results
User Acceptance
Testing sign-off
Updated Risk/Issue
Register
Cut-over Plan/Script
Broadcast
information note
Updated Risk/Issue
Register
Lesson learnt
document
Approved project
closure report
8
1
P3-BBP/Design
P4Realization/Buil
d & Test
P5-Final
Preparation/
Deploy
2
1
2
3
1
2
3
1
P6-Golive &
Support
3.4
Delivery Strategy (RACI)
Role and Responsibility
R-
A-
C-
I-
Responsi
ble
Accountabl
e
Consult
ed
Inform
ed
Project
Phase
Key mile
stones
/Activities
Deliverables
Preparatio
n
Detailed
document
ation and
prioritizati
on of
requireme
nts
Approved
Project
Management
Plans
Vendor
Company
Vendor
Company
Tasnee
Tasnee
Develop
release
plan for
approved
scope
Approved
release
scope
Vendor
Company
Vendor
Company
Tasnee
Tasnee
Data
Migration
Vendor
Company
Vendor
Company
Tasnee
Tasnee

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R-
A-
C-
I-
Responsi
ble
Accountabl
e
Consult
ed
Inform
ed
plan, tools &

techniques
BluePrint/
Design
Realization
/Build &
Test
Applicatio
n design
Application
design
documents
Vendor
Company
Vendor
Company
Tasnee
Tasnee
Project
setup
Tasnee Basis
System
Admin
Tasnee
Tasnee
Vendor
Compan
y
Vendor
Compan
y
Conversio
n design
Conversion
design
documents
Vendor
Company
Vendor
Company
Tasnee
Tasnee
Business
process
flows
Updated
Business
process flows
Vendor
Company
, Tasnee
Vendor
Company
Vendor
Compan
y
Vendor
Compan
y
Solution
developm
ent
Configured
system and
documentati
on
Vendor
Company
Vendor
Company
Tasnee
Vendor
Compan
y
Detailed
functional
specification
s
Vendor
Company
Business
Process
Procedures
Vendor
Company
System
configurati
on
Unit
testing of
functional,
technical
and data
conversion
s.
Tasnee
Vendor
Company
Tasnee
Vendor
Compan
y
Tasnee
Vendor
Company
Tasnee
Vendor
Compan
y
Tasnee
Integration
test
Scenarios
/plans
Vendor
Company
Integration
test scripts
creation
Vendor
Company
Vendor
Company
Tasnee
Vendor
Compan
y
Tasnee
Vendor
Company
Vendor
Compan
y
Vendor
Compan
y
Tasnee
Training
requirements
defined
Tasnee
Tasnee
Vendor
Compan
y
Vendor
Compan
y
Tasnee

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Page 17 of 39
Integration
testing
- User
Acceptanc
e Testing
R-
A-
C-
I-
Responsi
ble
Accountabl
e
Consult
ed
Inform
ed
Documented
Integration
test results
Vendor
Company
, Tasnee
Vendor
Company
Tasnee,
Vendor
Compan
y
Vendor
Compan
y
Global
signoff
Tasnee
Vendor
Compan
y
Vendor
Compan
y
Tasnee
Vendor
Company
Tasnee
Tasnee
- Defect
Resolution
Test
Results
Vendor
Company
Vendor
Company
Vendor
Compan
y
Vendor
Compan
y
Tasnee
- Data load
Vendor
Company
Vendor
Company
Tasnee
Vendor
Compan
y
Tasnee
Operation
al
readiness
assessmen
t
Final Prep
@
GoLive/De
ploy
Tasnee
Tasnee
Vendor
Compan
y
Vendor
Compan
y
Tasnee
Training
developm
ent and
delivery
Trained
users and
support
personnel
Tasnee,
Vendor
Company
Vendor
Company
Tasnee
Vendor
Compan
y
Train the
Trainer
Train Key
users and
Key support
personnel
Vendor
Company
Tasnee
Tasnee,
Vendor
Compan
y
Vendor
Compan
y
Release
migration
to
production
environme
nt
Businesses
readiness
approval
Tasnee
Tasnee
Vendor
Compan
y
Vendor
Compan
y,
Tasnee
Businesse
s
readiness
assessmen
t
Application
go-live
Vendor
Company
, Tasnee
Tasnee
Vendor
Compan
y
Vendor
Compan
y,
Tasnee

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Tasnee
Page 18 of 39
Golive
Support
(Stabilisati
on)
R-
A-
C-
I-
Responsi
ble
Accountabl
e
Consult
ed
Inform
ed
Data
load and
cutover
Completed
cutover
Vendor
Company
, Tasnee
Vendor
Company
Vendor
Compan
y
Vendor
Compan
y,
Tasnee
Finalize
support
organizati
on
Perform
post
implementati
on support,
Tasnee
Tasnee
Vendor
Compan
y
Vendor
Compan
y
Conduct
post
implement
ation
support,
hyper care
Conduct
refresher
training,
Vendor
Company
Vendor
Company
Tasnee
Vendor
Compan
y,
Tasnee
Perform
production
fixes
Vendor
Company
Vendor
Company
Vendor
Compan
y,
Tasnee
Vendor
Compan
y,
Tasnee
4. Project Organization
4.1
Project Organization Structure
4.2
Project Team Identification

Project Steering Committee Members
S.
No.
Name
Designation

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Role
(Chairman/Member)
Page 19 of 39
1.
Omar Najjar
eVP DS SBU
Chairman
2.
Adel Abdulhadi
VP EBS
Member
3.
Christo Esterhuizen
GM, GBP
Member
4.
Omar Albilali
GM, GBS
Member
Following team members will participate in project as and when required,
communication would be made in advance for their participation and they
will be required to spend max 20% time through the project lifecycle.
Project Functional & Technical Team

S.
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
4.3
Name
Designation
Mansour Siddiqui
Mahmood Sultan
V Rengarajan
Senthil Andavar
Muniyandi
Alfred K. Kingsley
Mallikarjun Padmasri
Zafar valsal
Ali Taha Al Amin
Arif Bukharee
Muhammad Al Mulla
Hussam A. Almarwani
Sivaprasath
Nagappan
Lokeshwara Pollina
Role
Project Manager
FICO Consultant
PP Consultant
QM Consultant
Chairman
Member
Member
Member
PM Consultant
PS Consultant
MM/WM Consultant
SD Consultant
ABAP Lead
SAP Security team
Workflow Consultant
EP Consultant
Member
Member
Member
Member
Member
Member
Member
Member
HR Consultant
Member
Project Business Team Identification

As the Business representatives is a key to the success of the SAP project,
there need to be Business resources allocated to the Project, who will be
able to present the business processes as required.
Business Project Members

S.
No.
Name
Designation
1.
2.
Abdul Salam Qawas

Samer Al Soud
Sales & Distribution

Sales & Distribution
3.
4.
Majed AlShbnan
Jamal Eghrib
Inventory Management
Inventory Management
5.
Material Management
6.
7.
Mohamad Al
Koudmani
Faisal O. AlShagdali
Tariq Abduwahed
8.
Manuj chudhari
Production Planning - All

Production Planning -Injection
Molding
Production Planning -Injection

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Role
(Chairman/Mem
ber)
Member
Member
(Backup)
Member
Member
(Backup)
Member
Member
Member
Member(Back
Page 20 of 39
9.
Sopan Thengadi
10.
Dixit Kumar
11.
Moamen Osman
12.
Amr Shady
13.
14.
Abdulhameed
Binoy.N.John
Molding
Production Planning
molding /Recycling
Production Planning
molding /Recycling
Production Planning
Film
Production Planning
Film
Production Planning
Production Planning
15.
16.
Ali Z. Sayyed
John PE.
Quality Management
Quality Management
17.
Agnelo Braganza
Quality Management
18.
Mohammed A. Aziz
19.
20.
Samir Abojbara
Ahmed Morsy
Mostafa
Rami Al Hammad
Plant Maintenance/Process
Engg.
Process Engg.
Plant Maintenance
21.
21.
22.
23.
24.
4.4
Mohammed Al
Sayed
AbdulKharim A. Al
Swayegh
Fawaz k. Al Fayez
Abdulquddus
- Roto
- Roto
- Blown
- Blown
- Pipe
- Pipe
up)
Member
Member(Back
up)
Member
Member
(Backup)
Member
Member
(Backup)
Member
Member
(Backup)
Member
(Backup)
Member
Project Systems
Member
Member
(Backup)
Member
(Backup)
Member
Human Resource
Member
Human Resource
Human Resource
Member
Member(Back
up)
Plant Maintenance
EBS Operational Team Identification

Operational phase - the above resources is to sustain the solutions, after
the deployment.
Shared Services will be a mix of onsite and Shared services resources for
the ongoing business support.
Ser No Ongoing Business

1
2
3
4
5
Total
1
1
0.5
1
0.5
4
Description
SAP - Support
Service Desk
Operations
IT Infrastructure
IT Security

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Date: 10/10/2016
Page 21 of 39
4.5
Roles and Responsibilities

The following table lists the main roles and responsibilities along with the
tentative required commitment time:
TASNEE Team Roles and Responsibilities:
Role
Steering
Committee
Responsibilities
1- Meet regularly to review project plan
impact on their departments
2- approve project deliverables
Commitm
ent time
As per High
level
Schedule
3- Resolve issues.
4- Steer the project to completion in an
orderly and progressive manner
5- Review and approve scope changes,
and provide direction and guidance to
the project

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Date: 10/10/2016
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Role
Project Sponsor
Responsibilities
1- Be the owner of the project and
promote the project throughout the
organization
Commitm
ent time
As
Needed
2- Participate in and/or lead project

preparation phase and approve the
Project Charter.
3- Communicate the project goals and
vision throughout the organization.
4- Ensure delivery of the benefits in
accordance with the business plan.
5- Present the project to the appropriate
management and review boards for
approval to achieve endorsement and
commitment of resources.
6- Ensure
that
resource
issues
constraining the project are resolved.
7- Prioritizing project goals with other ongoing projects
8- Manage funding level and flow of
funds.
9- Approving strategies, implementation
plan, project scope and milestones.
10-Driving and managing change through
the organization.
11-Authorize spending.
12-Taking appropriate decisions and final
decision that are within the scope of
the project
13-Recommend direction on major issues,
scope changes, and leverage points.
14-Delegate
any
of
the
above
responsibilities to other personnel
either in or outside the Project Team.

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Date: 10/10/2016
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Role
Project Manager
Responsibilities
1- Provide advice and strategic direction.
And a single point of Contact with
PMO.
Commitm
ent time
Full time
2- Create schedule, assign and follow-up

tasks.
3- Responsible to maintain the projects
in EPM (any other tool as directed by
PMO).
4- Hold project work team accountable
for implementation.
5- Steer the project to completion in an
orderly and progressive manner.
6- Resolve issues referred from budget
resource
manager
and
resource
managers.
7- Review scope changes and change
requests.
8- Meet with project work team.
9- Serve as communication conduit.
10-Coordinate with budget resource
manager, ongoing budget process and
documentation.
11-Report status and progress including
risk, issues, scope changes and
quality concerns.
12-Monitor the progress against the plan
appropriately and regularly
13-Signs off on approvals to proceed to
each succeeding project phase.
14-Initiate a gate review with PMO for
Quality Check and project phase
changes.
15-Responsible to submit the required
reports to PMO on regular basis.

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Date: 10/10/2016
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Role
Project Technical
Lead
Responsibilities
Responsibilities
1- The Project Technical Lead will assist
the Project Manager for accomplishing
the project objectives within the
constraints of the project.
Commitm
ent time
Full
Time
(as
per
Project
schedule)
2- The
Project
Technical
Lead
is
responsible to report status and
provide recommendations on progress
toward
project
management
deliverables.
3- The Project Technical Lead will
represent the company in all internal
and external negotiations.
4- The
Project
Technical
Lead
is
responsible to provide pre-approvals
of necessary documents if necessary
5- The
Project
Technical
Lead
is
responsible for assigning the project
tasks to the team members and will
continuously monitor their timely
closure
6- The Project Technical Lead is a primary
point of contact for Business Users,
Internal and External Consultant.
7- The
Project
Technical
Lead
is
responsible to coordinate for Travel
and Commercial activities of the
Project
8- The Project Technical responsible to
report to Project Manager.
Business Process
Owner
1. Act as the central point-of-contact for

a specific business process with an
end-to-end responsibility for the whole
Process Management Lifecycle to
ensure a best-in-class processes.
3 hours/day
(as Needed
as
per
project
Schedule)
2. As and when requested by the Project

Team, provide information on their
respective areas of expertise to
ensure that the Blueprint is complete.
3. Review deliverables to ensure that the
solution provided, meets business
requirements and provide feedback in
line with project team requirements.
4. Review project deliverables with work
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Date: 10/10/2016
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Role
Commitm
ent time
Responsibilities
group members.
5. Provide sign-off of approvals when
requested.
6. Identify process or technical issues
that would affect the quality and
organizational acceptability of project
deliverables
7. Participate in solution testing activities
(test scenarios / scripts development;
testing) as directed by the Functional
Consultants.
8. Oversee
and
ensure
adequate
resources for data management
activities as directed by the Functional
Consultants
(data
cleansing;
construction and validation).
9. Oversee
resources
grouping.
and
ensure
adequate
for role definition and
10.Oversee
and
resources
for
development.
ensure
training
adequate
material
11.Participate in production cutover.

12.Oversee
and
ensure
adequate
resources for the execution and
validate final data conversion results.
Business Process
Expert
1. Identify requirements
2. Analyse and document as-is process
and process interfaces.
3. Discover process gaps
4 hours/day
(as Needed
according
to
Schedule)
4. Derive improvement potentials

5. Establish
process
performance
measurement system to be able to
constantly control and report end-toend process performance.
6. Contribute to process community
7. Develop and maintain best process
management approach for Business
and IT
8. Provide
expertise
in
change
management, process management
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Date: 10/10/2016
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Role
Commitm
ent time
Responsibilities
and project management
9. Develop
process
standards
evaluate tools as needed.
System
Administrator
and
1- Administrate the operating systems

2- Resolve problems
operating systems.
related
to
the
3- Identify
appropriate
software/hardware components based
on business solutions requirements
Full time
(as needed
for
Support)
4- Provide application software change

control
across
the
different
environments
5- Provide technical system
support
across all phases of solution landscape
planning and system operations
6- Identify,
analyze,
and
resolve
technical problems with applications
7- Install and upgrade server and
application software in collaboration
with suppliers
8- Provide support in Data Migration and
Interfaces with other systems
9- Develop and operate technical testing
procedures.
10-Provide
support
in
reporting
configuration
and
components
deployment.
Business Team
Members
1- As requested by the Project Team,

provide or gather information on their
respective areas of expertise to
ensure that the Blueprint is complete
2- Contribute to deliverables and ensure
that the solution being created in
conjunction
with
the
Functional
Consultants
meets
business
requirements.
Part time
(as Needed
from the
project
schedule)
3- Gain sign-off approvals from Process

Owners where requested.
4- Identify and assist in the solution of
process or technical issues that would
affect the quality and organizational
TASNEE
Date: 10/10/2016
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Role
Responsibilities
Commitm
ent time
acceptability of project deliverables

5- Participate in solution testing activities
(creating test scenarios / scripts
development ; executing testing) as
directed
by
the
Functional
Consultants
6- Participate in data management
activities as directed by the Functional
Consultants
(data
cleansing;
construction and validation).
7- Provide input into role definition and
grouping.
8- Provide input into training material
development;
develop
training
material, attend Train the Trainer
sessions and Conduct End User
Training.
9- Participate in production cutover,
execute and validate final data
conversion results.
10-Provide end user support post go live
and resolve issues.
Super User/Power
User
1- Actively participate in workshops to

refine
and
prioritize
business
requirements.
As per
Project
Schedule
2- Provide
information
about
their
business objectives and the ways in
which their units operate and respond
to events in order to achieve those
objectives.
3- Describe the problems they face and
requirements for the systems
4- Participate in requirements definition
workshops
5- Participate in business requirements &
GAP analysis Workshops
6- Approves functional specification of
development tasks
7- Aware of the business processes
related to his department and can
recommend
and
approve
improvements.
TASNEE
Date: 10/10/2016
Page 28 of 39
Role
Commitm
ent time
Responsibilities
8- Review and
solutions
evaluate
alternative
9- Participate in requirements mapping

workshops
10-Attend Key User training sessions
11-Approve project deliverable related to
system testing, solution design, etc.
12-Perform system testing workshops
13-Participate in confirming Production
Readiness
14-Train support users and end users
PMO Project
Mentor
1- Establish a regular meeting with PMs

and conduct Gate Reviews (Quality
Checks).
As per
Schedule
2- Review the status of projects in the

portfolio and make recommendations
for improved execution through the
coaching and mentoring on project
management processes, methods,
and best practices.
3- Ensure all relevant project documents
are updated in respective project sites
through EPM.
4- Ensure that project schedules and
project status reports are updated on
a weekly basis by PMs.
5- Conduct project health checks to
identify issues/risks in a timely
manner and assist with taking
appropriate corrective actions when
necessary.
6- Provide
a
safe,
confidential
environment where project managers
can seek advice or assistance on
project related matters.
7- Reinforce recent training to ensure
concepts put into practice.

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Date: 10/10/2016
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Contractor Roles and Responsibilities:

Role
Vendors
Representativ
e
Responsibilities
1. Representing the interests of the
Contractor.
Commitm
ent time
n/a
2. Considered as the escalation point

from/to the vendor.
3. Achieving the results required by
business owners within the cost and
time parameters for which the
sponsor is accountable.
4. Ensuring
that
implementation
achievable.
is
the
plan
of
realistic and
5. Ensure that Contractor resources

required for the project are made
available.
6. Arbitrate on and ensure resolution of
any Contractor priority or resource
conflicts.
Project
Manager
1. Prepare and develop the project

plan and manage the execution of
projects according to it.
Full time
2. Manage relationship with project

stakeholders, including internal and
external
clients,
keeping
stakeholders informed of progress
and issues in order to manage
expectations
on
all
project
requirements and deliverables.
3. Manage and communicate a clear
vision of the projects objectives,
and motivate the project team to
achieve them; create a project
environment that enables peak
performance by team members.
4. Proactively identify changes in work
scope and ensure appropriate
planning measures are taken with
internal and external stakeholders to
reassess and amend the scope of
work requirements, budget and
timeline.
5. Proactively identify changes in work
TASNEE
Date: 10/10/2016
Page 30 of 39
Role
Responsibilities
Commitm
ent time
scope and ensure appropriate

planning measures are taken with
internal and external stakeholders to
reassess and amend the scope of
work requirements, budget and
timeline.
6. Analyze risk, establish contingency
plans and identify trigger events
and responsibilities for initiating
mitigating action.
7. Determine
what
constitutes
successful closure for all parties.
Gain acceptance and sign-off by all
parties when closure is attained
8. Proactively
manage
project
stakeholder satisfaction to position
and secure customer reference and
success story.
9. Ensure proper use of project
management
methodology,
standards, tools, processes and
procedures.
10.Coach to clarify assignments and
deliverables to project team; review
quality of work and manage
integration of team members work;
provide performance input to project
team
members
functional
management.
11.Performance appraisal of the team
members.
Business
Solution
Architect
1. Prepare a detailed design of

industry-specific
or
corporate
customer processes based on SAP
product-family
and
customerspecific development.
As per Project
Schedule
2. Review of business processes and

corresponding mapping into IT
architecture, create documents of
business requirements, analyze and
define requirements for customerspecific development needs or
integration requirements
3. Design
process
architecture
based
on
requirements, application

TASNEE
Date: 10/10/2016
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Role
Commitm
ent time
Responsibilities
and system landscape.
4. recommend improvements in the
existing business processes
5. Map and
indicators
validate
performance
6. Provide
support
during
the
implementation and assist with the
development
of
project
requirements,
scope
and
acceptance testing.
7. Generate business cases and assists
in defining project benefits/costs
and participates in project reviews
Technology
Architect
(Consultant)
1. Implement IT-Process
related IT-components
across
2. Develops
value-based
cases for customers
all
Full time
business
3. Define
detailed
blueprint
development requirements
for
4. Plan, schedule, and coordinate

activities
related
to
system
development projects
5. Develop and review
technological work
scope
of
6. Act as a sounding board for project

technological strategies
7. Provide technical direction
8. Provide
system
or
development
expertise
technical resource team
technical
to
the
9. Consult
and
mentor
technical
resources
concerning
methods,
procedures, and standards to be
used during design, development,
and unit testing phases of system
development projects
10.Support of operating system and
support for system optimization.

TASNEE
Date: 10/10/2016
Page 32 of 39
Role
Functional
Consultant
Commitm
ent time
Responsibilities
2. Identify gap solutions and closely
coordinate with Project Management
for gap resolution in compliance
with the business objectives, as well
as,
for
timely
resolution
of
configuration; Reports, Interfaces,
Conversion,
Enhancement,
and
Form (RICEF) development and Test
Problem Reports.
Fulltime
3. Refine the processes of the function.

4. Ensure
compliance
with
identified business benefits.
the
5. Secure functional alignment and

approval on TO-BE process design,
and solution within the constraints
of the requirements.
6. Rapidly resolve issues raised by
process teams and integration
management.
7. Drive acceptance on the Blueprint
and RICEFW specs within the team.
8. Align required Master data to the
processes
activities
as
being
captured in the blue print.
9. Guide
data
cleansing
and
construction as per Master data
design.
10.Ensure
all
data
issues
are
recognized and timely resolved.
11.Managing with the Business reorganisation activities in advance of
go-live.
12.Review training materials and user
procedures.
13.Review
and
input
into
test
scenarios/scripts and test results.
14.Participate in and manage business
resource participation in testing
activities.
15.Sign-off the implementation
critical milestones.
at
16.Own the solution and act as an

TASNEE
Date: 10/10/2016
Page 33 of 39
Role
Commitm
ent time
Responsibilities
advocate within the team.
17.Completion
tasks.
of
assigned
project
18.Conduct
internal
and
external
reviews and walk-throughs.
Basis and
Security
Consultant
1. Define the Operational Production

System Environment
2. Provide detailed
implementation
planning
of
3. Define
detailed
blueprint
development requirements
Full time
ITfor
4. Provide support of operating system

5. Provide
support
optimization
for
system
6. Ensure full integration between each

of the Basis focus areas.
7. Provide implementation strategy for
each of the SAP environments.
8. Provide input to IT team lead on
project
plan
and
related
deliverables.
9. Provide hands-on assistance in any
of the Basis areas as required.
10.Liaise
between
infrastructure
and
development.
technical
systems
11.Liaise
between
technical
infrastructure and business teams.
12.Provide security support
organization role design
to
the
13.Work with the Process and Change

Teams to develop security profile
requirements.
14.Manage all application support
activities including the installation of
the
software,
release/fix
maintenance and tools.
15.Ensure a stable environment for
development,
testing
and
production.
TASNEE
Date: 10/10/2016
Page 34 of 39
Role
ABAP
Developer
Commitm
ent time
Responsibilities
Perform
technical
application
design,
construction,
and
implementation activities for the
following:
Full time
1- Interfaces
2- Conversions
3- ABAP/4 reports/queries
4- SAP script forms
5- Report status and identify issues.
Integration
Development
Analyst
1- Uses specification of integration

scenarios
based
on
customer
business processes.
2- Estimate the effort
blueprint documents
based
Full time
on
3- Analyse the feasibility for new and

changed services and interfaces
Implementation and coding of
services, composites and interfaces.
4- Conducts customer workshops
5- Participate
in
planning
and
coordination of integration tests
6- Reviews the integration aspects
Organizational
Change
Management
(OCM) Leader
1- Lead OCM projects.
Full time
2- Plan, conceive and implement

strategic and operational change
management measures.
3- Coach the customers management
where processes and systems are
changed.
4- Lead Change Management teams,
including external consultants and
people from different departments,
regions and cultures.
5- Support,
together
with
the
customer, the Change Management
Process by creation of system and
business process acceptance and
personal motivation at all levels with
specific measures.
6- Design
and
lead

TASNEE
Date: 10/10/2016
global
training
Page 35 of 39
Role
Responsibilities
Commitm
ent time
sessions and workshops
5. Project Budget
5.1
Funding Source
Fund to be allocated from Hail project budget
5.2
Approved Budget
SAR 5.2 M
6. Organizational Change Management

6.1
Training Strategy
Onsite training to key users
Train the trainer
All training materials to be handed to Tasnee for future internal trainings
6.2
Project Communication Management

Project communications management includes the processes required to
ensure timely and appropriate generation, collection, distribution, storage
retrieval and ultimate disposition of project information. The project
communication management processes provide the critical links among
people and information that are necessary for successful communications.
Project managers can spend an inordinate amount of time communicating
with the project team, stakeholders, customer, and sponsor. Everyone
involved in the project should understand how communications affect the
project as a whole.
Effective and constant project communication is an essential factor for the
success of the project. Productive communication means to address the
right information to the right people at the right time.
The goal of the communication plan is to raise awareness in the
organization about the projects
mission, strategy, and goals that
provides the basis for the stakeholders call-to-action.
Communication Management Plan is a continuous process composed of 4
steps including regular reporting:

TASNEE
Date: 10/10/2016
Page 36 of 39
Communication
Manage Performance
Information Distribution
Planning Stakeholders
Reporting
Collecting
Determining
Providing
and
information
distributing
project information
and
performance
available
to
needs
project
ofincluding
project
stakeholders
stakeholders
statusinissues
reporting,
a timely
manner
progress
measurement,
Managing
communications
to communication
satisfy
theinformation,
requirements
of
and resolve
with
project stakeholders
6.2.1 Communication Plan

Below Table depicts the major Communication activities. Invites for the
meeting shall be sent in advance of at least 3 Working days through MS
Outlook. And document circulation shall always have a standard and
consistent format.
Communica
tion Type
Freque
ncy
Project
Sponsor
Executives
Every
month/P
roject
Mileston
e
Content
1. Strategic /
level Update;
Audience
High
Project
Sponsors
2. Preparation
for
Strategic Approval
Method
Face-toface
Video
Conferenc
e
e-mail
Steering
Committee
Meeting
Every
month/P
roject
Mileston
e Based
1. Strategic /
level Update;
High
Project
management
meeting
Every
week
1. Update / Progress
2. Request
for
Strategic Approval
2. Verify direction
3. Project monitoring
and
progress
tracking
Steering
Committee
Members
Face-toface
Project
management
team
(PMOProject Mentor
and
Project
Managers)
Face-toFace.
Video
Conferenc
e
Video
Conferenc
e
4. Issue resolution
5. Escalation
management
TASNEE
Date: 10/10/2016
Page 37 of 39
Communica
tion Type
Freque
ncy
Project team
meeting
Every
week
Content
1. Update
Progress
track:
Audience
status/
of each
2. Status, next steps

3. Critical Issues
Method
Project
team
(consultants,
engineers,
developers,
SME, BP etc.)
Face-toface
According
to
requirements
According
to
requireme
nts
4. Latest Info
5. Open issues
Individual
Meetings for
action points
responsible
Upon
request
1. Detailed Status
2. Next Steps
3. Degree
of
completion
WBS
4. Critical Issues
5. Risks
7. Risk Management
S.N
o.
1.
Risk Description
Mitigation Plan
Severity
Project budget
allocation is not
confirmed yet. It was
agreed that project will
be funded from Hail
Project budget
High
2.
Shortage of EBS
resources
3.
Shortage of business
resources
The project will

continue based on the
agreement during IT
Steering Committee
that project is to be
funded from Hail
project budget
External resources will
be considered for this
project
Focal PoC is Jawad Al
Hamayel and he will
be supporting in the
resources matter
(Critical,
High, Medium, Low)
High
High
8. Key Contact List

S.N
o.
1.
Name
Title
Email
Othman
Corporate
Othman.alshaikh@cristal.

TASNEE
Date: 10/10/2016
Phone
+966500101
Page 38 of 39
2.
3.
Alshaikh
Mansour
Siddiqui
Jawad Al
Hamayel
Business Partner
Tasnee SAPCC
com
m.siddiqui@tasnee.com
Business/Project
Owner
j.alhamayel@rowadplasti
c.com

TASNEE
Date: 10/10/2016
907
+966544469
847
+966504213
988
Page 39 of 39

EBSPMO-003-Project Charter - Hail SAP Project v1 9

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Judul Asli

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EBSPMO-003-Project Charter - Hail SAP Project v1 9

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PROJECT CHARTER

HAIL SAP PROJECT

Purpose of this Document:

Document No.: EBSPMO-003

PROJECT CHARTER APPROVAL SIGNOFF

Head of Hail Plant

Section head, SAPCC

Document No.: EBSPMO-003

First version created

Section 4.3/4.4 added

Updated section 4.3

Document No.: EBSPMO-003