Standard Project Assumptions

The following assumptions have been made with respect to this Statement of Work (“SOW”). The “Company Project Manager” means the individual appointed by Company to manage delivery of the Services under the applicable SOW, and who will serve as the primary contact for project execution. All other capitalized terms not defined herein have the meanings given in the Agreement or applicable SOW. 

1. All Services work will be delivered remotely during Company standard office hours based on location of assigned resources, 9AM to 6PM unless otherwise stated. Virtual conferencing tools will be used for meetings.
2. All collateral (documents, reports, presentations, documentation) provided by Company will be based on its standard templates.
3. Customer will respond in a timely manner to any requests for information or design approvals. Any material delays may result in project delays or increased budget consumption.
4. Company resources will be confirmed by the Company Project Manager as a deliverable from the Initiation Phase of the project. Resources may only be confirmed after execution of this SOW.
5. Company Product will be delivered as per licensed and publicly available software functionality. Customer will not create a dependency on any future releases or roadmap functionality. 
6. All documents and communications will be in English. Documentation provided by Company will be as per its standard templates and designs.
7. Customer is responsible for assigning its own resources to the project and ensuring sufficient allocations for timely execution of the project. 

1. Company will assign a Project Manager to oversee the implementation of its Services as set forth in this SOW, and only after execution of this SOW.
2. The Project Management effort is estimated based on project scope and duration and will be documented in the relevant Statement of Work or accompanying exhibit. Extensions to the implementation schedule or increased levels of support may require an increase in Project Management oversight. All Project Management time will be invoiced to Customer on an as-used basis
   
3. The Company Project Manager will be the primary point of contact for Customer for the duration of the project. All issues, risks and escalations should be addressed to the Project Manager in the first instance. The Project Manager will advise Customer on Company’s escalation paths beyond this.
4. The Company Project Manager will be responsible for the scheduling of all governance meetings.
5. Where appropriate, the Project Manager may delegate management tasks to other members of the Company Project Management Office or Services team.

1. UT is an opportunity for Customer to validate the delivered solution against the agreed design documented in the Solution Specification Document, which outlines the functional and configuration requirements mutually agreed during the Design phase. 
2. Customer will provide Use Cases it wishes to include in the testing cycle as a project deliverable prior to UT start. Any test scenarios not provided by Customer prior to UT and/or review of the Functional Test Workbook may result in additional UT cycles and schedule extensions.
3. Company will complete its own Functional Testing prior to UT, which will be considered an entry requirement into formal UT execution. All mutually agreed UT test cases will be validated by Company during the Functional Test.
4. Customer is responsible for the execution of all UT test cases within the UT schedule as advised by Company.

All custom software configurations, once outside of the warranty period, will be the responsibility of the customer. To ensure the ongoing functionality, maintenance, and updates of these configurations, the Customer agrees to set aside retainer hours specifically for these services. These retainer hours will be used as needed to address any issues or adjustments related to custom configurations.

The project governance & controls will be established during the Initiation Phase of the project. Project governance will be maintained through the formation of a Project Team and a Project Board.

The Project Team will be responsible for, and involved in, the day-to-day activity of the project. The Project Board will oversee progress, address any escalations, and provide guidance on delivery of the Solution. In addition, the Project Board will act as a Change Control Board (CCB).

Customer will assign a Project Board member with budget authority (typically the project sponsor) for this SOW.  Specific responsibilities for the Project Board are as follows:

• Responsible for the overall success of the commercial engagement
• Provides guidance on the resolution of major risks and issues
• Ensures the project remains aligned with the overall business case and success criteria
• Monitors the engagement and makes key decisions on any items that cannot be resolved by the Project Team
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The Project Team will meet on a mutually agreed weekly schedule, and ad-hoc as required, which will be facilitated by the Company Project Manager. The Project Board will meet monthly, or as required to align with Phase transitions, and will be facilitated by the Company Engagement Manager. 

Risks and issues will be reported by the Project Team members to the Company and Customer Project Managers and captured in the appropriate project registers. Risk and issue responses will be agreed by the Company and Customer Project Managers.  

Items requiring escalation will be agreed by the Company and Customer Project Managers, who will raise these to the Project Board for guidance and decisions. In the event that the Project Board is unable to agree a resolution then it may request support and guidance from organisational leadership respectively.

All Project Board & Team roles will be clarified by the Company Project Manager and agreed during project initiation. A combined project team organisational structure will be formally established and documented.

The consumption of the project’s budget will be communicated regularly by the Company Project Manager throughout the Project. The Company Project Manager will provide both regular consumption reports as well as a forecast of how any budget will be used on a Phase by Phase basis. Phase budgets and tolerances will be baselined and agreed as part of the Phase transition process.

Budget remaining at the end of the project will be reviewed with the Customer team as part of the formal Project Close process to evaluate if and how it could be used for any follow on work.

During this implementation project, should there be a new requirement or a discovery that is not accounted for in the original estimate, then the Company Services project team will analyze these requirements and present options and recommendations on the forward path, including any revisions to estimates or schedules. The Company Project Manager will capture this, along with any key decisions, as part of the formal change management process.

Roles and responsibilities for the key project governance and controls are outlined in the tables below.  RACI definitions  are as follows:

Responsible (R); creator or producer of the deliverable OR performs the activity.

Accountable (A); responsible for the outcome of the activity or the final deliverable but does not produce it or expend effort performing the core activity.

Consulted/Contributes (C); is consulted on or contributes information/knowledge to produce the deliverable or activity. Does not perform the activity or create the deliverable but may provide expertise on it.

Informed by (I); is kept informed of the progress of the deliverable or activity.