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APEC Secretariat Process Modernisation

Business Requirements Projects Administration System

Version: 3.0February 10, 2019

Prepared by: Tarun [email protected]

mailto:[email protected]

APEC Secretariat Process Modernisation Document Control

DOCUMENT CONTROL

Copyright

Copyright © 2018 - 2019, APEC Secretariat

Confidential, all rights reserved.

This document is an exclusive property of, and is meant for its intended use by the APEC Secretariat, Singapore. The information contained herein is subject to change without notice and is not warranted to be error-free.

No part of this publication may be reproduced, distributed, or transmitted in any form or by any means to anyone outside the APEC Secretariat, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other non-commercial uses permitted by copyright law.

This document is developed for general use in a variety of information management applications. It is not developed or intended for use in any inherently dangerous applications, including applications which may create a risk of personal injury. APEC Secretariat and its affiliates disclaim any liability for any damages caused by use of this software in dangerous applications.

Document Author

Tarun Rana, Project Consultant

[email protected]

+65-9424.8057

Document History

Version No. Version Date Updated by Change History0.1 Oct 11, 2018 Tarun Rana Initiation Document1.0 Nov 1, 2018 Tarun Rana First Draft for First Review1.1 Nov 02, 2018 Tarun Rana Added mini Table of Contents in the

requirements sections1.2 Nov 09, 2018 Tarun Rana Incorporated review feedback from PD

Business Leads1.3 Nov 16, 2018 Tarun Rana Incorporated review feedback from PMU2.0 Nov 20, 2018 Tarun Rana Final 2.1 Nov 29, 2018 Tarun Rana Incorporated review feedback from Finance 2.2 Nov 30, 2018 Tarun Rana Incorporated review feedback from PMU2.3 Dec 05, 2018 Tarun Rana Incorporated review feedback from CPAU3.0 Feb 10, 2019 Tarun Rana Incorporated additional review feedback;

Updated use case diagramsEmbedded 2 updated process maps (contracts disbursement, publications)

Business Requirements - Projects Admin System 2

mailto:[email protected]

APEC Secretariat Process Modernisation Table of Contents

TABLE OF CONTENTS

1 PROJECT INTRODUCTION................................................................................................5

1.1 Document Purpose...................................................................................................5

1.2 The Project...............................................................................................................6

1.2.1 Project Background.................................................................................................................6

1.2.2 Key Business Objectives..........................................................................................................6

1.2.3 Project Activities.....................................................................................................................6

1.2.4 Project Stakeholders...............................................................................................................7

1.2.5 Project Resources....................................................................................................................7

1.2.6 Terms and Definitions.............................................................................................................8

2 DIGITIZATION MODEL.................................................................................................10

2.1 Projects Administration System..............................................................................11

2.1.1 Needs Assessment.................................................................................................................11

2.1.2 Key Performance Limiters.....................................................................................................13

2.1.3 Target Performance Factors.................................................................................................14

3 CORE BUSINESS REQUIREMENTS....................................................................................15

3.1 Concept Note Development and Approval..............................................................16

3.1.1 Business Requirements.........................................................................................................16

3.2 Project Proposal Development and Approval..........................................................20

3.2.1 Process Overview..................................................................................................................20


3.3 Project Implementation..........................................................................................26



3.4 Project Monitoring..................................................................................................29



3.5 Project Completion.................................................................................................32



3.6 Project Change Management..................................................................................35



3.7 Contracts Disbursement..........................................................................................37


APEC Secretariat Process Modernisation Table of Contents



3.8 Travels Disbursement.............................................................................................46



3.9 Publications and Events Management.....................................................................54



3.10 General Business Requirements..........................................................................59

4 ASSOCIATED BUSINESS REQUIREMENTS...........................................................................60

5 RESOURCES...............................................................................................................61

5.1 Process Maps..........................................................................................................61


APEC Secretariat Process Modernisation Digitization Model

1 Project Introduction1.1 Document Purpose

This document defines the high level business requirements for Digital Transformation of APEC Secretariat’s Project Administration Processes under its Process Modernization program.

The business requirements are the critical business activities that must be performed to meet the organizational objectives. These requirements also aid in visualizing the potential behaviour of an IT solution from the business and end-user’s perspective, called the Voice of Users (VOU), in accomplishing their business tasks and achieving the desired goals.

These requirements describe “What does the business want to do” and not “how” the business needs will be met by a potential IT system.

These requirements will provide inputs into the next phase for this project which comprises of the development of Functional Capabilities Models and Data Maps of a potential Projects Administration System. Later, these documents collectively will serve as a foundation for a technology service provider to design the system.

The prime consumers of these requirements are:

Business Analyst, who will model the functional capabilities of the potential IT solution

Solutions Architect, who will eventually develop the technical design of IT solution

APEC IT Unit, who will make reasonable estimates the size of the project cost of developing or implementing such a solution, and develop RFP

This is a “living” document; it can be updated as required until the completion of System Design by the IT vendor.



1.2 The ProjectThis project follows up on earlier work by the Consultant, under US-ATAARI’s mandate, whereby the Consultant produced the ‘to-be’ process maps of the APEC Secretariat project management cycle (concept notes, project proposals, project implementation, travel disbursement, contracts disbursement). The Consultant’s report of 2017 also outlined the next steps and various automation points to achieve more efficient processes.

1.2.1 Project Background

Over the course of 2017 and 2018, US-ATAARI completed the mapping of the business processes that the APEC Secretariat employs in meeting its mandates. The result was a useful set of logical frameworks illustrating the process workflows related to the roles and responsibilities of Program Directors (PDs) and Program Executives (PEs) in managing the APEC projects. Such responsibilities include processes related to support to APEC Fora, the role of the Project Management Unit (PMU) in its administration of APEC projects and funding, and the roles of personnel, Project Overseers (POs), the role of IT Unit to enable the services with tools and technologies, and the APEC Finance Unit in the disbursement of funds.

This mapping report culminated in assessment of the Secretariat’s efficiencies and defined a set of broad recommendations for improvement of its processes, procedures and systems. These recommendations provide a strong foundation for the follow-on work which will ultimately guide the Secretariat and the APEC members in their decision-making.

US-ATAARI consultant analysed in detail the project-related administrative processes (travel disbursement, project lifecycle management, and contracts disbursement) and Fora related processes (Fora oversight and Fora meetings management). Based on this analysis, and in close collaboration with the APEC Executive Office, US-ATAARI proposed an implementation approach outlining the next steps to achieve more efficient processes.

As a component of the implementation approach, APEC Secretariat automated the travel disbursement process by developing a Macro enabled Excel based travel disbursement tool as an interim solution which aims to save the time and effort of program executives towards the travel disbursement activities. Such solution and the analysis also reflected the potential of overall improvement in the Secretariat’s efficiencies by virtue of automating all the applicable project process points through end to end digitization thus providing a single platform or central data repository to eventually support all APEC business process.

1.2.2 Key Business Objectives

Improve the services response time to the APEC business users – external and internal

Improve the quality of service to APEC activities stakeholders

Strengthen the capacity of APEC Secretariat

1.2.3 Project Activities

Under the Phase 1 of this project, the Project Consultant will work closely with the relevant stakeholders (Project Management Unit, Program Directors, Program Executives, Finance, IT Unit and Executive Office) to:



1. Develop the business requirements and functional capabilities models for the digitalization of the Projects Administration Processes in consultation with the relevant project stakeholders and utilizing the project resources.

2. Provide relevant inputs to the eventual budget estimate by the Secretariat’s IT Unit for deploying the systems proposed in the Process Modernization study including estimated annual maintenance and /or subscription fees, if any.

3. Work with the Secretariat’s IT Unit on the requirements for the Request for Quotations from third-party vendors to develop the software system/platform for the central data repository and the digitalization of the project administration processes. The system proposed by the vendor should be to digitalize the project management life cycle in a modular fashion, covering the following processes – travel disbursements, concept note development, proposal development, contracts disbursement, project monitoring, implementation, completion and associated reporting processes. The Consultant will prioritize the order in which the modular systems are to be developed in consultation with relevant stakeholders.

1.2.4 Project Stakeholders

The following are the roles and responsibilities of the various stakeholders involved in the Project:

Stakeholder Role R A C I

Irene Sim Lead Sponsor & Approver

Ryan Jun Hansung Project Overseer

Sheela Pillai Project Governance

Daniel Simson Project Lead Business Lead - PMU

Adrian Chang Business Lead – PDs

Anais Kedgley Laidlaw Business Lead – PDs

Pham Hoang Tung Business Lead – PDs

Marlinda Business Lead – PEs

Sylvester Wong Business Lead – Finance

Michael Chapnick Business Lead - CPAU

Jose Barron Technical Lead – Applications

Ronald Technical Lead – Systems

Note: The RASCI stands for:

R Responsible, for development of this document

A Accountable, for endorsement of requirements

C Consulted, for contributing the requirements

I Informed, for project control or for information only

1.2.5 Project Resources

1.2.5.1 Documents US-ATAARI’s Strategic Recommendations and Preliminary Implementation Plan for

Project Lifecycle Processes, 2017

US-ATAARI’s Process Workflow Maps



PRJ-1.1: Project Lifecycle Management Process

PRJ-1.2: Project Implementation Process

PRJ-2.1: Project Change Management Process

PRJ-3.1: Contracts Disbursement Process

PRJ-3.2: Travel Disbursement Process

PRJ-3.3: Publications and Events Management Process

Guidebook on APEC Projects

APEC Publications Guidelines

APEC Secretariat Project Documents Templates

Samples of documents and emails

1.2.5.2 IT Systems Projects Database on SharePoint

APEC Collaboration System (ACS)

Meetings Management Database (MMDB)

Excel based Travel Disbursement Tool

Document File System on a Shared Network Drive (M-Drive)

APEC website www.apec.org

1.2.6 Terms and Definitions

Term DefinitionAPEC Asia Pacific Economic CooperationBMC Budget and Management CommitteeBR Business RequirementsBRD Business Requirements DocumentBRD Business Requirements DocumentBusiness Actor Business Users who perform business activitiesCN Concept NoteCPAU Communications and Public Affairs UnitCR Completion ReportDRD Data Reference DocumentED Executive DirectorEXO Executive OfficeFIN FinanceFSD Functional Specifications/Requirements DocumentGFP Gender Focal PointITU APEC Secretariat’s Information Technology UnitMR Monitoring ReportPA Project AssessorPD Program DirectorPDB Projects DatabasePE Program ExecutivePMU Project Management UnitPO Project OverseerPP Project Proposal


http://www.apec.org/


PRJ ProjectQA Quality AssessmentRAF Responsible APEC ForaRFP Request for ProposalSFOM Senior Finance Officials MeetingSOW Scope of WorkTOR Terms of ReferenceUse Case A business scenario comprising of a set of activities to accomplish a task



2 Digitization ModelConsidering the entire spectrum of Secretariat’s business functions, the process modernisation plan aims to develop a Centralized System of Business Services and Data Management which can comprehensively digitize and scale all its activities, end-to-end. This will ensure that all automated functions are able to speak to each other since the data will be held by a central unit.

In the initial phase of the process modernisation plan, all the project administration processes, namely Concept Note & Proposal Development, Projects Implementation, Monitoring & Completion, Project Change Management, Contracts Disbursement, Travels Disbursement and Publications & Events Management will be digitized as a Projects Administration System.



2.1 Projects Administration System

2.1.1 Needs Assessment

2.1.1.1 Project Administration ActivitiesThe project related administrative functionality of APEC Secretariat is broadly divided into two distinct, yet interconnected, critical processes:

- Projects Lifecycle Management comprising of Concept Note and Proposal development, Projects Implementation, Monitoring and Completion, and Projects Change Management, and

- Project Disbursements comprising of Contracts disbursement and Travels disbursement.

Another process - Publications and Events management forms a tertiary process in the projects administration.

As these processes constitute the overall projects implementation, there are a series of activities, sometimes simultaneous, in each process that complete and represent the fulfilment of that process. These are managed by 21 Program Directors, 8 Program Executives and a 3 member Project Management Unit besides the Finance and CPAU. A majority of these activities are manual in nature, driven by a process workflow and procedures prescribed in the Guidebook on APEC Projects.



2.1.1.2 Business Scenarios SummaryProcess>>

Key Factors

Concept Note & Proposal Development

Projects Implementation, Monitoring & Completion

Project Change Management

Contracts Disbursement

Travels Disbursement

Publications & Events

Internal Users PD, PE PD, PE, Finance--- PMU --- PMU

External Users PO, FORA Chair & Members, BMC

PO, FORA Chair & Members

PO, FORA Chair, BMC

PO, Contractors PO, Event Attendees CPAU

Current IT Ecosystem MS-Office for documentationNetwork Drive for documents storage

MS Outlook for CommunicationsProjects Database on SharePoint

Excel based Travel Disbursement Tool

ACS, MMDB# of Document Templates 5 3 2 11 5 1Data Intensive? No No No Yes Yes NoContent Intensive? Yes Yes No Yes No NoCross-functional Info Exchange

Medium Medium Low High High Low

Potential performance improvement by process automation

30 – 40% 20 – 25% 10 – 20% 60 – 70% 70 – 80% 20 – 30%

Operating Conditions Workflow and Content Intensive Workflow & Data Intensive Workflow


APEC Secretariat Process Modernisation Core Business Requirements

2.1.1.3 Projects Data and Documents OverviewDuring the course of these processes, numerous project documents, which capture a huge amount of content and data, are developed. These are developed on prescribed MS-Office Document Templates. These documents are exchanged for review and approval between the business users, both internal and external, through the MS-Office Email Exchange, and are archived in the Secretariat’s in-premise Network drive, called M-Drive, which is Windows File-Folder.

The Projects data is copied manually into a Projects Database that resides in a List Library of the Secretariat’s in-premise SharePoint server. This database serves the projects listing on the APEC website.

The contracts disbursement data is managed manually in Excel Workbooks while the contract documents are saved in the M-Drive. There are no document naming conventions however the document names contain a project ID that is formulated by PMU.

The travel disbursement data and documentation is managed semi-automatically through a Travel Disbursement Tool which is an interim solution developed on MS-Excel by Macro programming. A Master Workbook works as TDT that creates individual Event Workbooks for capturing and processing the Event and Attendees data, and generating travel undertakings besides producing payment processing information for the Finance unit. The TDT and the event documents are managed on the M-Drive.

For sharing the documents with external business users, especially the Fora members, although there is an APEC Collaboration System (ACS) in place, it is not actively put to use towards the project administration related documents. ACS is a Document Library in the Secretariat’s in-premise SharePoint server.

2.1.2 Key Performance Limiters

Data intensive tasks are prone to human errors, especially during the peak periods of activity.

Documents storage follows a Windows file-folder structure; retrieval of the latest or finalized document is often a concern due to manually versioning.

Initial client data, such as concept note applications, is manually fed into the existing data systems. Data rules are manually scrutinised and enforced.

Version control of documents is done manually. Version compliance is managed manually.

Calculations required to support project selection are done manually using Excel or desk calculators.

Document access control and security (from deletion) in a File-Folder system is difficult to manage.

Project folder naming and control as well as file saving and naming are managed individually. Project folders do not contain the same required folders and documents.

Many documents, especially in the contracts disbursement process, require some information to be carried over from another document. This is done manually by copy-paste.



Huge amount of useful reusable information that is captured in the form of documents remains buried in the M-drive due to difficulty in finding it. This often leads to redo of same work.

In contractor selection process, a considerable amount of contractor information, including their past performance is gathered in the form of documents. This information is not readily available for reuse.

Email based business communications and business information exchange hamper information and resolutions availability. Besides, it causes repeated efforts to produce the same material.

There are different IT systems that are standalone solutions and are not interoperable – these include the ACS system, the MDDB system, the project database and the travel disbursement tool.

The payment processing data required by the Finance is delivered in the form of documents which increases their effort in relevant data extraction.

2.1.3 Target Performance Factors

Client-led data capture using e-forms and single portal view.

Complete Data reusability across all activities and functions.

Integrated data reporting/data interrogation functionality for internal users.

Integrated external-user environment (single portal view). Maximum Self-Service by external users (POs, Event Attendees, Fora members, etc.)

Complete elimination of calculations errors.

Automated work-flow referrals to external users, managed by internal administrators or super-users.

Automating and reducing routine email based business communications and transaction of business information.

Automated document naming, versioning and referencing to project.

System based document generation, sharing and availability.

Workflow driven reporting, review and approvals.

Automated notifications on timelines, submissions and processing.

Move towards paperless state of operations.

Complete management reporting and data analytics.

Maximum self-service by external users

Payment data integration with Finance accounting system.

Induce consistency and adherence to the standards based management of tasks (communications, templates, processes).

Single point access to all the project related information – documents, communications, data.

View project implementation status in real time.



3 Core Business RequirementsBR.01: Concept Note Development..............................................................................................................17BR.02: Concept Note Review And Endorsement..........................................................................................18BR.03: Concept Note Eligibility Assessment & Scoring.................................................................................19BR.04: Concept Note Approval.....................................................................................................................20

BR.05: Project Proposal Development..........................................................................................................21BR.06: Project Proposal Endorsement..........................................................................................................22BR.07: Project Proposal Quality & Compliance Assessment.........................................................................23BR.08: Project Proposal Funding Recommendation & Approval...................................................................24BR.09: Issue Letter of Acceptance................................................................................................................25

BR.10: Project Implementation Status Reporting.........................................................................................26BR.11: Project Budget Expenditure Maintenance.........................................................................................27

BR.12: Project Monitoring Report Development 29BR.13: Project Monitoring Report Review / Evaluation................................................................................30

BR.14: Project Completion Report Development 32BR.15: Project Completion Report Review / Evaluation................................................................................33

BR.16: Project Change Requisition 35

BR.17: Request For Proposal (RFP) and Terms of Reference (TOR) Development........................................37BR.18: RFP and TOR Review..........................................................................................................................38BR.19: RFP Services Timelines Setting and Review.......................................................................................39BR.20: RFP Processing...................................................................................................................................40BR.21: Bids Evaluation and Contractor Selection..........................................................................................41BR.22: Contract or Work Undertaking Development....................................................................................42BR.23: Milestone Reporting..........................................................................................................................43BR.24: Contractor’s Billing Management......................................................................................................44

BR.25: Setup an Event..................................................................................................................................45BR.26: Manage Event Attendees’ Information..............................................................................................46BR.27: Manage Event Attendees’ Entitlements............................................................................................47BR.28: Manage Travel Undertakings.............................................................................................................48BR.29: Manage Event Attendance................................................................................................................49BR.30: Payment Processing..........................................................................................................................50BR.31: Event Attendee Self-Service..............................................................................................................51

BR.32: Publications Requisition....................................................................................................................53BR.33: Publications Review and Approval.....................................................................................................54BR.34: Event Expenses Disbursement...........................................................................................................55BR.35: Publications and Events Accounting..................................................................................................56

BR.36: Workshop Evaluation Survey 57

Note: For the Self-Funded Projects, the business requirements for CN development, PP



development and Project implementation, monitoring and completion remain similar to those captured here in respective sections, however certain process activities may not applicable. Hence, the self-funded projects’ requirements will be addressed through the application of business rules that will be captured in the functional requirements document.



3.1 Concept Note Development and ApprovalPlease refer to the Projects Lifecycle Management Process Workflow PRJ-1.1 embedded in the Resources section.

BR.01: Concept Note Development..............................................................................................................17BR.02: Concept Note Review And Endorsement..........................................................................................18BR.03: Concept Note Eligibility Assessment & Scoring.................................................................................19BR.04: Concept Note Approval.....................................................................................................................20

3.1.1 Business Requirements

BR.01: CONCEPT NOTE DEVELOPMENT

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Directors

PMU

PRIMARY USE CASE

1. PO should be able to develop the concept notes online.

ASSOCIATED USE CASE

2. PD should be able to view the concept notes contents in development anytime. 3. PO should be able to mark complete the first draft of CN for review and endorsement. 4. PD should be able to publish online the first draft of CN for review and endorsement.

ALTERNATE USE CASE

5. PO should be able to download a structured Word document template to create the concept note offline, and then upload the document into the system for automatic population of its contents into respective sections.

DEPENDENCIES

Guidebooks Reference

Fora Work Plan



Published Project Session supporting information

BR.02: CONCEPT NOTE REVIEW AND ENDORSEMENT

BUSINESS ACTORS

Internal ExternalPrimary Program Directors Project OverseerSecondary PMU FORA Members

PRIMARY USE CASE

6. PD should be able to review a CN for quality and compliance and should be able to perform in-line edits besides providing feedback by commenting against the content online. These edits should be available to all of them in the form of Track Changes.

7. POs and Fora members should be able to view the comments in real time and should be able to respond to the comments.

8. PO and PD should be able to mark a CN as Final.

ASSOCIATED USE CASE

9. Fora members should be able to endorse a CN. 10. PMU should be able to review an endorsed CN for quality and compliance.

ALTERNATE USE CASE

11. PDs and POs should be able to download a CN, together with all the comments, as a Word document for offline review and commenting, and then be able to upload the document along with the comments back into the system.

12. Fora members should be able to provide their comments to the PD through confidential email which can then be stored against the CN.



DEPENDENCIES


BR.03: CONCEPT NOTE ELIGIBILITY ASSESSMENT & SCORING

BUSINESS ACTORS

Internal ExternalPrimary PMU RAF Members

SFOMSecondary Program Directors

PRIMARY USE CASE

13. PMU should be able to setup and release a system generated Scoring Form for confidential eligibility assessment and scoring of a CN for the RAF members.

14. RAF members should be able to “confidentially” provide their eligibility assessments and scorings to a concept note.

ASSOCIATED USE CASE

15. PMU and PDs should be able to view all the eligibility assessments and scorings of each CN as a single table in real time.

16. PMU should be able to selectively allow the RAF or any business user to view the scoring table.

ALTERNATE USE CASE

17. PD should be able to download the Scoring Form as a Word document so as to facilitate offline scoring by Fora members and then upload the scoring information back into the system for auto population in respective sections.



DEPENDENCIES

Endorsed CN

BR.04: CONCEPT NOTES APPROVAL

BUSINESS ACTORS

Internal ExternalPrimary Project Management Unit Project OverseerSecondary Program Directors Fora Members

PRIMARY USE CASE

18. PMU should be able to view a list of all the CNs along with their scorings and ineligibility assessments of the ineligible CNs.

19. PMU should be able to support the subsequent BMC approval process.20. PMU should be able to capture the outcome of BMC approval and share the

outcomes with the PDs.

ASSOCIATED USE CASE

21. PDs should be able to communicate the outcomes to the PO.

ALTERNATE USE CASE

22. BMC should be able to provide approvals online.

DEPENDENCIES

Eligibility Assessments and Scores



3.2 Project Proposal Development and Approval

3.2.1 Process Overview

Please refer to the Projects Lifecycle Management Process Workflow PRJ-1.1 appended in the Resources section.

BR.05: Project Proposal Development..........................................................................................................21BR.06: Project Proposal Endorsement..........................................................................................................22BR.07: Project Proposal Quality & Compliance Assessment.........................................................................23BR.08: Project Proposal Funding Recommendation & Approval...................................................................24BR.09: Issue Letter of Acceptance................................................................................................................25


BR.05: PROJECT PROPOSAL DEVELOPMENT

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Directors

PRIMARY USE CASE

23. Upon approval of a CN in principle, the system should automatically create a Project Proposal (PP) by extracting essential information from the CN, such as funding source, forum, proposing economies, PO details, etc. System should automatically assign a number to the PP.

24. PO should be able fill up as much additional information that is required and then generate and download a Word Document for offline development of PP.



ASSOCIATED USE CASE

25. PO should be able to upload the PP word document into the system for automatic population of its contents and should be able to perform edits/updates in the PP.

26. PO should be able to mark complete the first draft of PP for endorsement. 27. PD should be able to publish online the first draft of PP for endorsement.

ALTERNATE USE CASE

None

DEPENDENCIES

Concept Note approved in-principle

BR.06: PROJECT PROPOSAL ENDORSEMENT

BUSINESS ACTORS

Internal ExternalPrimary Program Director Project Overseer

Fora MembersSecondary

PRIMARY USE CASE

28. PD should be able to assign the Fora members to the published PP for online endorsements and commenting. System should automatically notify the assignees.

29. Fora members should be able to provide their feedback, confidentially, by inserting comments against the contents and sections of the PP online.

30. Fora members should be able to make endorsements in the published draft of PP, confidentially.



ASSOCIATED USE CASE

31. PD and PO should be able to view the individual endorsements and comments of each Fora member, and should be able to close the comments as and when they are addressed/resolved, i.e., incorporated in the PP.

32. PD should be able to view the status of closed and open comments. 33. PD should be able to publish the “endorsed” PP for Quality & Compliance Assessment

by PMU.

ALTERNATE USE CASE

34. The users should be able to download a Project Proposal, together with all the comments, as a Word document for offline review/editing and commenting, and then be able to upload the document along with the comments back into the system.

DEPENDENCIES


BR.07: PROJECT PROPOSAL QUALITY & COMPLIANCE ASSESSMENT

BUSINESS ACTORS

Internal ExternalPrimary PMU Project OverseerSecondary Program Director CPAU

PRIMARY USE CASE

35. PMU should be able to assign the internal business users (PMU, PD, CPAU and Finance) to the endorsed PP for online Quality Assessment. System should automatically notify the assignees.



36. Internal business users should be able to provide their feedback as per the Quality Criteria in the published draft of PP individually.

37. System should generate a Quality Assessment Report by extracting all the comments into it.

38. PMU should be able to edit the contents of the QA Report and publish it.39. PD should be able to provide feedback to PMU on QA Report.40. PMU should be able to make the QA Report available to the PO and PD. 41. PO should be able to address and close the comments in the QA Report, and publish

an updated or final version of the PP.

ASSOCIATED USE CASE

42. PMU should be able to view the individual comments of each business user. 43. PMU should be able to view the status of closed and open comments. 44. PMU should be able to publish the updated version of PP and notify the all users on

the updated status of the PP. 45. PMU should be able to compare different versions of PP and corresponding QA

reports.

ALTERNATE USE CASE

None

DEPENDENCIES


Endorsed PP



BR.08: PROJECT PROPOSAL FUNDING RECOMMENDATION & APPROVAL

BUSINESS ACTORS

Internal ExternalPrimary Program Directors

PMUSecondary BMC

PRIMARY USE CASE

46. PMU should be able to prepare final funding recommendations, in batches, of eligible PPs to BMC.

47. BMC should be able to approve the funding recommendations of PPs.

ASSOCIATED USE CASE

48. PMU should be able to manage the BMC approval outcomes towards the PPs and share it with the respective PDs.

49. PDs should be able to communicate the BMC approval outcomes towards the PPs to the Fora members and PO.



50. PMU should be able to reopen the unapproved PPs for rework.

ALTERNATE USE CASE

None

DEPENDENCIES

PP Quality Assessments

BR.09: ISSUE LETTER OF ACCEPTANCE

BUSINESS ACTORS

Internal ExternalPrimary PMUSecondary Program Director PO

Program Executive

PRIMARY USE CASE

51. PMU should be able to generate and modify a standard Letter of Acceptance for a PP and issue it to the PO.

ASSOCIATED USE CASE

52. PD, PE and PO should be able to view the Letter of Acceptance online and download it in Word/PDF format.

ALTERNATE USE CASE

None

DEPENDENCIES

None



3.3 Project Implementation



BR.10: Project Implementation Status Reporting.........................................................................................26BR.11: Project Budget Expenditure Maintenance.........................................................................................27


BR.10: PROJECT IMPLEMENTATION STATUS REPORTING

BUSINESS ACTORS

Internal ExternalPrimary Program Executives Project OverseersSecondary Program Directors Fora members

PRIMARY USE CASE

53. PE should be able to setup a Project Implementation Status Reporting Form, which derives the Work Plan (major tasks, major deliverables and timelines) from the project proposal. These major tasks will comprise of sub-tasks and corresponding deliverables extracted from the RFP services timelines (contracts disbursement process), event services timelines (travels disbursement process) and project milestones (contracts disbursement process).



54. PO should be able to report the Project Implementation Status which includes milestones, events, etc.

ASSOCIATED USE CASE

55. PDs, PEs and the Fora members should be able to view the Project Implementation Status in real time.

56. System should trigger auto-prompts/notifications to the PO for status updates, and to PDs, PEs and Fora members for changes in status.

ALTERNATE USE CASE

None

DEPENDENCIES

Work Plan from Project Proposal

RFP Services Timelines

Event Timelines

Milestones

BR.11: PROJECT BUDGET EXPENDITURE MAINTENANCE

BUSINESS ACTORS

Internal ExternalPrimary Program ExecutiveSecondary Program Director Project Overseer

PRIMARY USE CASE

57. PO, PE, PD, PMU and Finance should be able to view the project budget allocations extracted by the system from the project proposal and budget expenditures computed by the system from respective expense items such as air-fares of each participant, etc.



ASSOCIATED USE CASE

58. PE should be able to send a request to a PD to update any missing budget allocations.59. PD should be able to update the budget allocations for (a) any missing values and (b)

change in costs due to project amendment.60. All business actors should be able to view the reprogrammed budget and original

budget details.

ALTERNATE USE CASE

None

DEPENDENCIES

Project Proposal

Budget Table



3.4 Project Monitoring



BR.12: Project Monitoring Report Development..........................................................................................29BR.13: Project Monitoring Report Review / Evaluation................................................................................30


BR.12: PROJECT MONITORING REPORT DEVELOPMENT

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Director Fora Members

PMU

PRIMARY USE CASE

61. PO should be able to fill and publish a Project Monitoring Report (MR) online.

ASSOCIATED USE CASE

62. System should automatically fill certain information from other information sources such as participant’s list, actual expenditure vs. planned costs, event agenda etc.

63. PDs, Fora members and PMU should be able to view the MR in real-time.



ALTERNATE USE CASE

64. PO should be able to download a structured Word document template to create the MR “offline”, and then upload the document into the system for automatic population of its contents into respective sections.

DEPENDENCIES

None

BR.13: PROJECT MONITORING REPORT REVIEW / EVALUATION

BUSINESS ACTORS

Internal ExternalPrimary Program Director Project OverseerSecondary PMU

PRIMARY USE CASE

65. PDs and PMU should be able to review a MR and provide their feedback by commenting on its contents.

66. PDs and PMU should be able to review the current MR in conjunction with earlier versions of MRs submitted by the PO towards the same project.

67. PO should be able to close the comments after incorporating necessary changes in the MR

68. PO should be able to publish a revised or final version of MR.

ASSOCIATED USE CASE

69. All business actors should be able to view each other’s feedback and responses to the feedback.

70. PD should be able to review and approve the final MR. 71. PMU should be able to prepare a MR Evaluation Summary and download it as Word

or PDF file for submission to the BMC.



ALTERNATE USE CASE

None

DEPENDENCIES

None



3.5 Project Completion



BR.14: Project Completion Report Development.........................................................................................32BR.15: Project Completion Report Review / Evaluation................................................................................33


BR.14: PROJECT COMPLETION REPORT DEVELOPMENT

BUSINESS ACTORS

Internal ExternalPrimary PD Project OverseerSecondary PMU Fora Members

PRIMARY USE CASE

72. PO should be able to prepare and publish a Project Completion Report (CR) online. 73. PO should be able to upload all supporting documents and reports associated with

the project. 74. PO should be able to fill the CR checklist. 75. PD should be able to circulate the CR to Fora members for endorsements.



ASSOCIATED USE CASE

76. System should automatically fill certain information from other information sources such as participant’s list, actual expenditure vs. planned costs, event agenda, etc.

77. PD should be able to view the checklist in real time.

ALTERNATE USE CASE

78. PO should be able to download a structured Word document template to create the CR “offline”, and then upload the document into the system for automatic population of its contents into respective sections.

DEPENDENCIES

Project Monitoring Report

Event Attendees List

Project Budget Expenditure Maintenance

BR.15: PROJECT COMPLETION REPORT REVIEW AND ENDORSEMENT

BUSINESS ACTORS

Internal ExternalPrimary Program Director Fora Members

PMU Project Overseer



Secondary

PRIMARY USE CASE

79. Fora members should be able to make endorsements in the published CR confidentially.

80. Fora members should be able to provide their feedback, confidentially, by inserting comments against the contents and sections of the published CR.

81. PO should be able to address the comments, update the CR and republish it for final endorsements by Fora members.

82. PDs and PMU should be able to review the endorsed CR and provide their feedback by commenting on its contents.

83. PDs and PMU should be able to review the current CR in conjunction with earlier versions of CRs submitted by the PO towards the same project.

84. PO should be able to close the comments after incorporating necessary changes in the CR.

85. PO should be able to publish a revised or final version of CR.86. PMU should be able prepare a combined summary of MR and CR and publish it.

ASSOCIATED USE CASE

87. PO and PD should be able to view the comments and respond to each comment. 88. POs, PDs, and PEs should be able to view PMU’s feedback.89. PMU should be able to approve the final version of CR published by PO.

ALTERNATE USE CASE

None

DEPENDENCIES

Project Monitoring Report



3.6 Project Change Management



BR.16: Project Change Requisition................................................................................................................35


BR.16: PROJECT CHANGE REQUISITION



BUSINESS ACTORS

Internal ExternalPrimary Program Director Project Overseer

PMUSecondary Finance Fora Members

Program Executive

PRIMARY USE CASE

90. PO should be able to fill a Project Design Amendment Request online (including extension requests)

All instances of project adjustment, including budget reprogramming are all instances of Project Design Amendment.

- Design Amendment – where project wants to change elements of the approved proposal but won’t change items in the approved Budget plan.

- Design Amendment and Budget Reprogramming - where project wants to change both elements of the approved proposal and items in the Budget plan.

- Budget Reprogramming – when project only wants to reallocate funding in the approved Budget items but make no change to other elements in the proposal.

91. PMU and PD should be able to review the merits of the project design amendment request to approve/disapprove.

92. PMU should be able to submit the approved project design amendment request to BMC and capture their approval/disapproval in the system.

ASSOCIATED USE CASE

93. PD should be able to link the change approvals to the corresponding project contract and Project Work Plan.

94. PD and PE should be able to create a Corrigendum to the corresponding contract and Project Work Plan and issue them to the PO.

95. PD/PE should be able to notify Finance on project changes.

ALTERNATE USE CASE

None

DEPENDENCIES

Contracts Disbursement



3.7 Contracts Disbursement



BR.17: Request For Proposal (RFP) and Terms of Reference (TOR) Development........................................37BR.18: RFP and TOR Review..........................................................................................................................38BR.19: RFP Services Timelines Setting and Review.......................................................................................39BR.20: RFP Processing...................................................................................................................................40BR.21: Bids Evaluation and Contractor Selection..........................................................................................41BR.22: Contract or Work Undertaking Development....................................................................................42BR.23: Milestone Reporting..........................................................................................................................43BR.24: Contractor’s Billing Management......................................................................................................44


BR.17: REQUEST FOR PROPOSAL (RFP) AND TERMS OF REFERENCE (TOR) DEVELOPMENT

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary

PRIMARY USE CASE

96. PO should be able to create and develop an RFP or Minor Contract TOR, including RFP’s Bids Evaluation Criteria, contract value, etc. online.

97. PO should be able to publish the RFP or TOR for online review.



ASSOCIATED USE CASE

98. PO should be able to attach the Final RFP or TOR Word document to the online RFP.

ALTERNATE USE CASE

99. PO should be able to download the created RFP or TOR as a Word document to work offline and then upload the document back into the system.

100. PO should be able to replicate an earlier RFP or TOR to create a new one. 101. System should extract the contents from the finished Word document for population

of certain essential sections of the online RFP for online publishing and reuse.

DEPENDENCIES

Project Proposal

BR.18: RFP AND TOR REVIEW

BUSINESS ACTORS

Internal ExternalPrimary Project Director Project OverseerSecondary Program Executive

PMU

PRIMARY USE CASE

102. PD should be able to review an RFP or TOR, including the RFP’s Bids Evaluation Criteria, for language, completeness and compliance, and should be able to provide feedback by commenting against the content.

ASSOCIATED USE CASE

103. PE and PMU should be able to perform SPOE (Second Pair of Eyes) checks/review and should be able to provide feedback by commenting against the content.

104. PO should be able to view the comments in real time and respond to the comments.105. PD should be able to review and endorse the RFP or TOR, including the Bid Evaluation

Criteria.



ALTERNATE USE CASE

106. PE, PD and PO should be able to download the RFP or TOR, together with all the comments, as a Word document for offline review and commenting, and then be able to upload the document along with the comments back into the system.

DEPENDENCIES

Final Project Proposal

BR.19: RFP SERVICES TIMELINES SETTING AND REVIEW

BUSINESS ACTORS

Internal ExternalPrimary Program Director Project OverseerSecondary Program Executive

PRIMARY USE CASE

107. PO should be able to set the RFP Services Timelines which comprises of duration and dates of each activity.

ASSOCIATED USE CASE

108. PD should be able to review the completeness of RFP Services Timelines and approve it.

ALTERNATE USE CASE

109. PO should be able to replicate any earlier RFP Services Timelines to develop a new one.

DEPENDENCIES

None



BR.20: RFP PROCESSING

BUSINESS ACTORS

Internal ExternalPrimary Program DirectorSecondary CPAU PO

Bidders

PRIMARY USE CASE

110. PD should be able to notify the CPAU for hosting the RFP on APEC website for tendering process.

111. CPAU should be able to link the approved RFP to the APEC website’s tendering section.

112. Bidders should be able to register online by providing essential information in a Bidders’ Information form (which feed into the contractors’ database) and submit their Bids online.

ASSOCIATED USE CASE

113. PD should be able to notify the relevant Fora about the new tenders posting. 114. PD and PO should be able to download the bids for review. 115. PD should be able to fill the Bid Compliance Form, which is prepopulated with the

Bidders Information. 116. PD and PO should be able to store the bidders’ queries and their responses in the

system.



ALTERNATE USE CASE

None

DEPENDENCIES

None

BR.21: BIDS EVALUATION AND CONTRACTOR SELECTION

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Director Panel Members

PRIMARY USE CASE

117. PO should be able generate a Bids Evaluation Form, which is prepopulated with Bids Evaluation Criteria that are extracted from the RFP.

118. PO should be able to then fill the details of Bids Evaluation Panel members and notify them to seek their evaluations.

119. Bids Evaluation Panel members should be able to fill and certify their evaluations online.



ASSOCIATED USE CASE

120. PO should be able to generate a Bids Evaluation Summary from the individual evaluations submitted by the panel members.

121. PO should be able to prepare and certify a Procurement Process Summary. 122. PD should be able to review and endorse the Bids Evaluation Summary, Bids

Compliance Checklist and Procurement Process Summary, and approve the contractor selection.

123. PO should be able to notify the successful and unsuccessful bidders about the outcome.

124. In case of TORs for the contract value US$5000/- to US$20,000/-, PO should be able to prepare and certify Contractor Justification Statements.

ALTERNATE USE CASE

None

DEPENDENCIES

Bids Evaluation Criteria

BR.22: CONTRACT OR WORK UNDERTAKING DEVELOPMENT

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Director

Program ExecutivePMU



PRIMARY USE CASE

125. PO should be able to prepare a Notice of Declaration and get it digitally signed from the contractor’s authorized signatory.

126. PO should be able to submit Conflict of Interest statement and Contractor’s acceptance of the APEC standard terms and conditions.

127. PE should be able to prepare a draft of Contract or Work Undertaking from the RFP or TOR.

128. PE should be able to fill the Contracts Procurement Checklist.

ASSOCIATED USE CASE

129. PMU should be able to review and approve the Contract or Work Undertaking. 130. PE should be able to send a Notice of Offer towards the Work Undertaking to the

contractor.

ALTERNATE USE CASE

131. System should automatically generate the Contracts Procurement Checklist. 132. System should automatically generate the Contract or Work Undertaking.

DEPENDENCIES

RFP

Contracts Procurement Checklist

BR.23: MILESTONE REPORTING Note: Also refer to BR.10: Project Implementation Status Reporting

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Director

PRIMARY USE CASE

133. PO should be able to fill and certify Milestone Report online.



ASSOCIATED USE CASE

134. PD should be able to review and approve the Milestone Report.

ALTERNATE USE CASE

None

DEPENDENCIES

Milestones from TOR or Work Undertaking

BR.24: CONTRACTOR’S BILLING MANAGEMENT

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Executive

Finance

PRIMARY USE CASE

135. PO should be able to fill the Payment Requisition (online Invoice) against the milestones or tasks and upload the necessary documents.

136. PE should be able view and approve the payment requisition.

ASSOCIATED USE CASE

137. Finance should be able to view the list of payables.



138. Finance should be able to update the payment processing status of the payables. 139. Finance should be able to store the remittance advices. 140. PO, PD and PE should be able to view the payment processing status.

ALTERNATE USE CASE

None

DEPENDENCIES

Milestones Report

Project Implementation Status



3.8 Travels Disbursement



BR.25: Setup an Event..................................................................................................................................45BR.26: Manage Event Attendees’ Information..............................................................................................46BR.27: Manage Event Attendees’ Entitlements............................................................................................47BR.28: Manage Travel Undertakings.............................................................................................................48BR.29: Manage Event Attendance................................................................................................................49BR.30: Payment Processing..........................................................................................................................50BR.31: Event Attendee Self-Service..............................................................................................................51


BR.25: SETUP AN EVENT

BUSINESS ACTORS

Internal ExternalPrimary Program Executive Project OverseerSecondary Program Director

PRIMARY USE CASE

141. PO should be able to fill an Events Timeline form. 142. PD should be able to approve the Events Timelines.143. PO should be able to create an Event as per the Project requirements and update the

details such as event location(s)/venue(s), event dates, etc.



144. PO should be able to upload the event agenda in Word format for automatic publishing.

ASSOCIATED USE CASE

145. PE should be able to setup an Event with essential event details and then pass the task to the PO to complete the details.

146. All business actors should be able to view the event agenda.

ALTERNATE USE CASE

None

DEPENDENCIES

Event Timelines

BR.26: MANAGE EVENT ATTENDEES’ INFORMATION

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Executive Event Attendees

PRIMARY USE CASE

147. PO should be able to create and progressively manage (add, delete, update) a list of Event Attendees for an Event online.

ASSOCIATED USE CASE

148. PE should be able to progressively manage (add, delete, update) the list of Event Attendees.

149. Event Attendees should be able to update their information in the system. (Refers to - Event Attendee Self-Service)



ALTERNATE USE CASE

150. PO should be able to manage (add, delete, update) the list of Event Attendees offline by downloading an Excel worksheet of the Event generated by the system.

151. PO should be able to upload the updated Excel worksheet for automatic import of Event Attendees details into the system.

152. PE should be able to selectively send a Request for Information (RFI) Excel Worksheet to an Event Attendee by email seeking their missing information and upload the received files into the system for automatic data update.

DEPENDENCIES

Setup an Event

BR.27: MANAGE EVENT ATTENDEES’ ENTITLEMENTS

BUSINESS ACTORS

Internal ExternalPrimary Program ExecutiveSecondary

PRIMARY USE CASE

PE should be able to:

153. notify the Event Attendees to provide Airfare quotes. 154. define the standard Per Diem value(s) for the given Event Location(s) for all the Event

Attendees155. define the Honorarium amounts for select Event Attendees156. select the Travel Class for each Event Attendee 157. view the quoted airfare value in US dollars and enter the approved airfare amount for

each Event Attendee

ASSOCIATED USE CASE

None



ALTERNATE USE CASE

158. If the system can be integrated with the UN Per Diem site, the Per Diem value(s) for the given Event Location(s) should be populated automatically.

DEPENDENCIES

Manage Event Attendee

BR.28: MANAGE TRAVEL UNDERTAKINGS

BUSINESS ACTORS

Internal ExternalPrimary Program ExecutiveSecondary

PRIMARY USE CASE


159. select the Travel Undertaking (TU) Type – Advance Payment type or Reimbursement type for each Event Attendee.

160. generate a TU from the travel data as a PDF file and email to each Event Attendee.

ASSOCIATED USE CASE


161. issue a TU to the PO towards collective amount of airfares and per diems for all the event attendees whom the PO will disburse the funds directly.

162. digitally sign each TU ‘for’ the PD.

ALTERNATE USE CASE

163. PE should be able to generate a TU as a Word document for offline modification and then save the updated TU back into the system.

DEPENDENCIES

Event Attendees’ Information



BR.29: MANAGE EVENT ATTENDANCE

BUSINESS ACTORS

Internal ExternalPrimary Event AttendeesSecondary Project Overseer

Program ExecutiveFinance

PRIMARY USE CASE

164. Event Attendees should be able to mark their attendance online.

ASSOCIATED USE CASE

165. PE and FIN should be able to view the attendance.

ALTERNATE USE CASE

166. PO should be able to mark and certify the attendance of each Event Attendee.

DEPENDENCIES




BR.30: PAYMENT PROCESSING

BUSINESS ACTORS

Internal ExternalPrimary FINSecondary Program Executive

PRIMARY USE CASE

Finance should be able to:

167. view a list and status Advance Payment and Reimbursement cases.168. update the payment processing status of each Event Attendee.169. store the remittance advice in the system.170. view a statement of outstanding amounts from attendees which is automatically

generated by the system by computing the total per diem paid in advance against the actual per diem as per the attendance.

ASSOCIATED USE CASE

171. PE should be able to send standard reminders to the attendees to settle the outstanding amount.

ALTERNATE USE CASE

None

DEPENDENCIES

None



BR.31: EVENT ATTENDEE SELF-SERVICE

BUSINESS ACTORS

Internal ExternalPrimary Event AttendeeSecondary Project Overseer

Program Executive

PRIMARY USE CASE

172. Event Attendees should be able to self-service their information online. That is, they should be able to:

update personal and banking details

specify the days they will attend the event

provide the airfare quotes

request for Advance Payment

accept PE approved airfare amount

digitally sign to accept the Travel Undertaking

mark attendance

submit claims, including required documents



view the payment processing status

ASSOCIATED USE CASE

None

ALTERNATE USE CASE

173. Under certain acute conditions, a PE should be able to fill the required details that are provided through multi-modal means such as Fax.

174. For the scenarios where the PO acts on behalf of Event Attendees, the PO should be able to manage all their information.

DEPENDENCIES


Attendance



3.9 Publications and Events Management



BR.32: Publications Requisition....................................................................................................................53BR.33: Publications Review and Endorsement.............................................................................................54BR.34: Event Expenses Disbursement...........................................................................................................55BR.35: Publications and Events Accounting..................................................................................................56


BR.32: PUBLICATIONS REQUISITION

BUSINESS ACTORS


CPAU

PRIMARY USE CASE

175. PO should be able to submit an online Request form for publication of documents.



176. PO should be able to upload the documents to be published along with the standard report cover into the system.

ASSOCIATED USE CASE

177. PD should be able to review the request for publication and notify the CPAU.178. PE should be able to publish the document to be published for review by CPAU and

PD.

ALTERNATE USE CASE

None

DEPENDENCIES

None

BR.33: PUBLICATIONS REVIEW AND ENDORSEMENT

BUSINESS ACTORS

Internal ExternalPrimary Project Overseer

Program DirectorCPAU

Fora MembersSecondary



PRIMARY USE CASE

179. PD should be able to carry out technical review of contents of the hosted documents to be published by inserting comments against the contents.

180. CPAU should be able to review the hosted documents to be published in line with the APEC Publications Guidelines by inserting comments against the contents. Note that CPAU does not review for substance or copy-edit the contents.

181. PO should be able to upload the revised and final versions of the document to be published.

182. PD should be able to notify the Fora members to endorse the CPAU & PD reviewed documents.

183. Fora members should be able to review and endorse the documents to be published by inserting comments against the contents.

184. CPAU should be able to endorse the documents for their publication readiness.

ASSOCIATED USE CASE

185. CPAU, PD, PE and Fora members should be able to view each other’s comments. 186. PO should be able to address and incorporate the required changes in the document

to be published. 187. CPAU should be able to close the review comments after incorporating and pull the

final versions of the documents to be published into the APEC Publications Database. 188. PO, PD, PE and CPAU should be able to refer to the APEC Publications Guidelines

online.

ALTERNATE USE CASE

189. CPAU and PD should be able to download the documents to be published for offline review and upload the reviewed documents back into the system.

190. PD should be able to upload the technical content endorsement emails from the Fora members.

DEPENDENCIES

None

BR.34: EVENT EXPENSES DISBURSEMENT



BUSINESS ACTORS


PRIMARY USE CASE

191. PO should be able to submit the quotes for the Event expenses. 192. PE should be able to record the quoted amount and the approved amount towards

the event expenses.

ASSOCIATED USE CASE

193. PD should be able to approve the quoted amount or a proposed amount.

ALTERNATE USE CASE

None

DEPENDENCIES

None

BR.35: PUBLICATIONS AND EVENTS ACCOUNTING

BUSINESS ACTORS

Internal ExternalPrimary Program Executive Project OverseerSecondary FIN

PRIMARY USE CASE

194. PO should be able to submit the invoices and certifications for Event Venue and publications expenses.

195. PE and PO should be able to record the actual expenses against the quoted and approved amount towards the event venue expenses and publications expenses.



ASSOCIATED USE CASE

196. PE should be able to approve the finalized amount for payment processing.197. Finance should be able to view the list of payments to be processed.198. Finance should be able to update the payment processing status. 199. Finance should be able to store the remittance advices. 200. PO, PD and PE should be able to view the payment processing status.

ALTERNATE USE CASE

None

DEPENDENCIES

None



3.10 General Business Requirements

BR.36: PROJECT EVALUATION SURVEY

BUSINESS ACTORS

Internal ExternalPrimary Project OverseerSecondary Program Director Event Attendees

Program Executive

PRIMARY USE CASE

201. PO should be able to create a Project Evaluation Survey to be responded by the Workshop/Event Participants, aka, Event Attendees.

202. Workshop/Event Participants (Event Attendees) should be able to fill the survey online.

ASSOCIATED USE CASE

203. PO should be able to generate and publish a project evaluation report.

ALTERNATE USE CASE

204. PO should be able to use any survey tool to create a survey and extract the results into the system.

205. PO should be able to generate a PDF/Word document for offline filling of survey by the participants.

206. PO should be able to capture the survey responses and/or a summary back into the system.

207. PE/PD should be able to analyse the survey data and generate the required reports. 208. PDs, PEs and PMU should be able to view the workshop evaluation report online. 209. PO should be able to export the survey data into an external tool to generate a report

and upload it into the system.

DEPENDENCIES

None



4 Associated Business RequirementsBR.37: TASKS MANAGEMENT

210. Activities Calendar:

PMU should be able to set and update the schedules of concept notes and project proposals submission and approval

PMU should be able to set and update the Project Monitoring Report and Project Completion Report timelines.

PDs should be able to set the RFP Services timelines and APEC Event timelines in the calendar.

211. PE Team Lead should be able to:

View the workload distribution and schedules of all the PEs in a single dashboard.

Reassign the tasks of a PE to another temporarily.

BR.38: DOCUMENTS MANAGEMENT

212. The documents generated/created by the system should be named automatically or semi-manually.

213. Internal and external business users should be able to upload all types of project related documents into the system which can be versioned automatically by the system.

BR.39: COMMUNICATIONS MANAGEMENT

214. Business Users should be able to manage all project related communications to and from the internal and external business users directly from the system without requiring to work through the Email client.

215. Any email related to the project activities arriving in the Email client should be automatically delivered in the system email box. This is essential to make the process person independent.

BR.40: GUIDEBOOKS REFERENCE

216. APEC Guidebook on Projects, APEC Publications Guidelines and Guide on Gender Criteria should be available online for reference.

217. Contextualized guidelines from these guidebooks should be available for quick reference at all the relevant action points in the system.

BR.41: REPORTING

218. Business Users should be able to view and download any type of operational reports, such as User activity logs, funds disbursement summary, etc.

219. Executive office and PMU should be able to view and download any type of management reports, such as funds distribution across Fora and economies, events participation across gender and economies, etc.

BR.42: SYSTEM TRIGGERED NOTIFICATIONS/TASKS

To be captured in Functional Requirements document



5 Resources5.1 Process Maps

Process Document

PRJ-1.1: Project Lifecycle Management

(Concept Note and Project Proposal Development)

PRJ-1.2: Project Lifecycle Management

(Project Implementation, Monitoring & Completion)

PRJ-2.1: Project Change Management

PRJ-3.1: Contacts Disbursement

PRJ-3.2: Travels Disbursement

PRJ-3.3: Publication and Events Management


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