Project approvals

# Work product Sent for approval by Sent on Approved by Approved on

###Workflows to show future state A. Dasgupta 04/10 Rolando Abrue 04/10
process in IronSight
Rich Dye 04/10
Daniel Moore 04/10
Tom Hiser 04/10
Tim Rantala 04/10

Balaji Reddy 04/11

Brian Paddock 04/17

Mandy Dillard 04/17

Bryan Escobedo 04/12

Manual Cavazos 04/11

Marc Battistello 04/11

Notes, if any

Tim had additional questions; Archita to work with IronSight/ Erica

to ensure they are addressed:
* Need workflow of what each group is responsible for monitoring
and follow up with the appropriate teams
* If we are viewing the Realtime Dashboard, is it our responsibility
to ensure the system is performing as intended?
* Field ops could reject the truck based on
HSSE/Equipment/security issues. Workflow to be included to cover
this scenario

04/11: Brian P: Requested as-is flows that remain unchanged, so

TOC has end-to-end workflows ahead of providing approval
04/16: Met with Brian; Brian ok to provide approval but has asked
for further diligence during Discovery on the following step: Review
the job and gather more info if needed

04/11: Mandy has asked for workflow where a job approved by FA

is then disputed by Field Ops or partially disputed by Field Ops. Will
this will go back to the vendor first? Will there be a note that it was
disputed in IronSights that would trigger the vendor to correct and
resubmit for Field Accounting to then validate again?
04/17: Met with Erica and Mandy; we will map the workflow for
the (rare) scenario where Field Ops might dispute a PR in part or
full. This will be done during Discovery

04/11: Bryan would like to confirm when geo-tracking of Drivers on

their phones start/ end. Only when the app is in use?
04/11: Sent IronSight policy from their web-site to Bryan; awiating
confirmation if that will suffice
04/12: Bryan confirmed approval

04/11: Bryan would like to confirm when geo-tracking of Drivers on

their phones start/ end. Only when the app is in use?
04/11: Sent IronSight policy from their web-site to Bryan; awiating
confirmation if that suffices

04/11: Approve workflows but primary DT approval will be from

Manuel
 Document li
# Document
1 Workflows
2 IronSight data gathering sheet
 Document links
Link
https://westerngaslp.sharepoint.com/:b:/s/EnterprisePortfolioManagementOffice/ERaeWF3oAQJKjzEkFd2X3NkBY57EohOqUjT1fGXhXBMWoA?e=R5CPue
https://westerngaslp.sharepoint.com/sites/EnterprisePortfolioManagementOffice/Shared%20Documents/Portfolio_2024/Iron

Project name
IronSight
Estimated cost savings
PROBLEM/ BUSINESS CASE
Manual process for call out and data logging
Manual Callout process
Poor data capture (rejections vs accepted loads)
Callouts made via phone calls and followed by emails
Inability to evaluate vendor’s performance
Manual water validation process
Delays in water validation have led to past due payments
creating friction with multiple vendors
Poor data quality used to validate loads
Using Vendor and SWD’s spreadsheets with backup images
Time consuming – manual process
Inability to validate travel times (Yard to location, loading
time, location to disposal sites, etc.)
Inability to monitor/track destination/disposal of loads
Inefficient Invoicing through Ariba
Vendors utilizing Factoring companies have had issues given
Ariba’s self service capabilities
SES issues prevent multiple users from working concurrently
on the same PO
Manual Truck management & tracking
TOC needs to call every driver/company to get ETA
IronSight | Project Charter
POC Estimated Costs
Antonio Falcon $1,348,860.00
~ Approx. $1.3MM with improved callout process
~ Cost reduction in avoidance of non-productive time
~ Savings of ~$600K with changes to the water validation process and better
rates due to change from Net 30 to Net 15 day-terms
GOAL(S) DEFINITION/ MEASURE(s) OF SUCCESS
Automated callout based on Water Areas (2024 based on Ops Areas) ~ Complete elimination of manual callouts Charter: The Project Charter pro
following geospatial proximity analysis conducted between pool of Service ~ All vendors receive and confirm work only via IronSight project, establishes authority, id
Vendor’s yards and WES’s assets direction for the initiative. Once
project and serves as its foundati
~ Standardization of data for each step with validations to confirm integrity ~ Complete elimination of manual (email/ phone) processes The first two columns should com
and sufficiency ~ All callouts and communications are only via Ironsight HOW we will measure success.
~ Ironsight will track acceptance and rejections automatically building the
database required not only for the water validation process but also, provide
insight for vendor management efforts
~ Automated callouts leveraging one of 4 methods to assign loads to different ~ Complete elimination of manual (email/ phone) processes
vendors: ~ All callouts and communications are only via Ironsight
1) Assign Directly/manually
2) Call out from Pool/Call-out list (time based)
3) Automatically assign (Dedicated trucks) and,
4) First come first serve
~ All correspondence contained in IronSight
Ability to extract reports to evaluate Vendor performance ~ Predefined reports on metrics to evaluate performance, including productive
and non-productive time
~ Streamline the water validation process by providing all required data and ~ Complete elimination of manual (email/ phone) processes
support to validate loads to both the FAT and our Vendor base ~ Updated contracts with new payment terms
~ Ability to offer Net 15 terms vs Net 30
Standardization of data for each step with validations to confirm integrity and ~ Complete elimination of manual (email/ phone) processes
sufficiency ~ All callouts and communications are only via Ironsight
Standardization of data for each step with validations to confirm integrity and ~ Standardization across vendors with ability for them to attach files/ images as
sufficiency needed
Automated process with pre-defined triggers and alerts to ensure timeliness ~ Complete elimination of manual processes
~ SLA-based triggers/ alerts to enforce target turnaround at every step in the
process
~ Full visibility on travel through geolocation, allowing us to monitor and ~ TOC has visual updates on the location of each truck via IronSight
identify every load destination/disposal site utilized – critical for ESG purposes
~ Full visibility on travel through geolocation allowing us to monitor and
identify travel time outliers.
Precise, real-time tracking of each truck ~ TOC has visual updates on the location of each truck via IronSight
Standardized formats and process ~ All invoicing will only be raised in Ariba, using standardized formats
Design a process that does not require concurrent access by multiple Users
Precise, real-time tracking of each truck ~ Complete elimination of manual callouts
~ Dashboards that provide real-time status and ETA
 Inability to re-route trucks with regard to real-time conditions Precise, real-time tracking of each truck ~ Real-time alerts to drivers and TOC

Unable to identify trucks on standby – Non-Productive Time
Inability to re-direct on-route trucks from nearby jobs
TOC and Field personnel have real-time visibility of all incoming trucks
through geolocation
~ Ability to release trucks on standby reducing unnecessary spend
~ Ability for TOC to override hauls, identifying trucks closest to location in
case of emergencies and/or prioritization between jobs
~ Dashboards that provide real-time status, including status post
communicating emergencies/ change in routing* (is that accurate?)
~ Dashboards that provide real-time status
~ TOC able to override jobs per need

Other benefits
Asset Shut-in Decrease risk (Can we measure it? $/day? $/hr)
Call-out optimization Decrease/ eliminate callouts Decrease from top 5 usage ~$642/yr
Water Validation Increase efficiency – Payment Terms Decrease from ~$600k/yr
HSSE/Legal/ESG Increased visibility
Escalation to other programs – i.e. Chemicals
Alignment with Enterprise Risk Management (ERM) Library This initiative addresses the following items on the ERM Library: N/A
ERM-14, ERM 18, ERM-20.
rter: The Project Charter provides direction on why we are undertaking a
ect, establishes authority, identifies the major stakeholders and sets the
ction for the initiative. Once it is approved, it formally authorizes a
ect and serves as its foundation.
first two columns should come from your Business case. In column 3, list
W we will measure success.
 IronSight | RACI
* Steering Committee: Brian Paddock, Rolando Abreu, Keith R Responsible A Accountable C Consulted
Herndon, Antonio Falcon, Daniel Moore
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Leadership Project Team Members External Resources
Initiate
Develop & submit Business Case A R C C C C C C C C C C C C C I
Approve Business Case R A, C C, I I I I I I I I I I I I I I C, I I
Plan
Create Project Charter incl: Scope,
A, R R C R R R C C C C C R C
timeline, final estimated budget
Hold kickoff, align all on objectives, scope,
A, R C C R C C C C C C C C C
timeline, R&R
Secure cross-functional approval I A, R R R R R R R R R R R R C I
SLT approval I R, A I I I I I I I I I I I I I I
Execute
Finalize Vendors A R R R
Finalize Services A C R R C C C C C C C C C C
Finalize Workflow A R R R R R R R R R R R R R
Finalize Requirements (Day 1 and future) R A R R C R C C R R R R R R R C I
Configure platform/ infra A I I I I R R I I I I I I I R
Load data A I I I I R R I I I I I I I R
Configure fields I I I I R R I I I I I I I I R
Build forms A I I R
Create communication plan for roll-out I R A C C C C C C C C C C C C
Send advance alert of upcoming changes
I I R, A I I I I I I I I C I I
to Vendors
Get revise contracts for new net payment
I I A R R, C
terms signed
Report on status I I I I R, A C, I C, I C, I C, I C, I C, I C, I C, I C, I C, I C C
Design, build and test system - INTERNAL I I I I I A, R R R R R R R C, I C

Design, build and test system - EXTERNAL I I I I I C, I R R R R R R A, R C

Create UAT scripts A C C,R R C,R R R R R R R R R
User acceptance testing and sign-off A C C R R I R R R R R R R R, C R, C
Create training A C C C I C C C C C C C R R I
Onboard and train users A I C C I C C C C C C C R R I
Approve Go-live R,A I I I I I I I I I I I I I I I I

Control
Perform Change Management A, R I I I I I I I I I I I I I I I I
Create and maintain Backlog for future
I I R R R I R R R R R R R R I R I
change/ enhancements
Report on status I I A R R R C R R R R R R R I I R I
Post go-live monitoring with CSM A R
Close
Hold Lessons Learned I I A R C C C, R C C C C C C C C C
Update artifacts & close project I I I A, R R R C, R R R R R R R R R R R I
Hold 3-month evaluation A R R R C, R R R R R R R R R R R I
 I Informed The Steering Committee will have provide Stage Gate 2 Approval and also hold the decision-making authority du
and Go/ No Go for 'go live' assessment
Kept updated
ors

The RACI chart lt is a quick way to lay out roles and

nd

responsibilities on your project. It allows you to discuss,

Ve

communicate and agree upon roles for your project. It is a great

External Resources thing to do up front, but can also help identify reasons why a
process is not working mid-stream. The idea is that in order to get
something done, you need to understand which people need to
work together to make it happen, and what all of their roles are.

Golden rule: Only one 'A' per row

OK to have more than one letter per person on a row
OK to skip C or I on a row.

Reach out to EPMO for help.

sion-making authority during Change management
 PROJECT SCOPE - Work Breakdown Structure (WBS)
Requirement Details (To be fleshed out during Discovery)
1 Launch in WTX only Accommodate Vendors with differing billing (hourly or BBL)
2 SSO Use OKTA to authenticate users and access
3 Role-based UX Roles (Work performed):
~ TOC (Admin, Realtime dashboards, Override jobs, View reports)
~ Vendors (Accept job, Decline job, Complete job, provide documentation for disputes, View reports)
~ Field Operations (Request jobs, View Job request, View reports)
~ Field Accounting (Validate hours, Dispute hours, View reports)
~ Security (Investigations & Audits)
~ Regulatory (Compliance Reporting - View only)
~ Internal Audit (Reporting - View only)
~ HSE & Security (Safety Reporting)
~ Contracts (Update legal contracts)

4 Middleware integration: IronSight & ~ Send to SAP: Validated jobs

SAP The WBS
organizes
5 SAP & Ariba integration ~ Vendors receive POs in Ariba SAP level repre
~ Vendors send invoice in Ariba componen
6 Error handling 6.1. If invalid Cost object is entered, the system will alert
New workflow: Alert Supply Chain and Field Accounting that a PO has failed due to an invalid Cost Object. This should It details W
be set up so the rest of the job can proceed and only the segment with the incorrect code fails project, It
requireme
the plan is
6.2 FA Dispute: TBD approved
Managem
6.3 Other??
7 Handle jobs/ orders (IronSight) 7.1 Receive standardized Job requests List all wo
7.2 Assign jobs to Vendor based on pools (automated callout process) bullets to
7.3 Assign jobs to Vendor based on breakthrough by TO
7.4 Store PO#
8 Provide real-time dashboards 8.1 Provide real-time dashboards on Jobs
8.2 Provide real-time dashboards on Trucks
9 Provide historical reporting 9.1 For time period (Daily, Weekly, Monthly, Quarterly, MTD, YTD, Annual, specifc From-To)

9.2 Report by vendor

9.3 Report by Truck
9.4 Report by requestor
10 Admin capabilities 10.01 Manage Regions
10.02 Manage Vendors (Vendors to register with IronSight), offboard vendors
10.03 Onboard Users - Bulk (at launch); One-off (BAU)
10.4 Define new/ change existing reports
14 Revise legal contracts via RFP process Pricing Agreements will be determined once awards are finalized

15 UAT Details TBD

16 Traininng IronSight to train Users
The WBS is a "family tree” (parent-child) of project components that
organizes and defines the total scope of the project. Each descending
level represents an increasingly detailed definition of a project
component. Project components may be products or services.
It details WHAT will be delivered, which is also called the SCOPE of the
project, It breaks down deliverables to the least 'work package'. If a
requirement is NOT in the defined scope or needs to be changed AFTER
the plan is approved, it will not be delivered in the project unless
approved by the Steering Committee. This falls under Change
Management
List all work that must be done to complete the project, use outlined
bullets to make sure you capture every aspect of the work.
 PROJECT SCOPE - Out of scope
Out of scope/ Deferred Details

1 Any region other than WTX The platform must have the capability for WES to add regions without need for additional time/ effort from IronSight.
However, the initial rollout will only include WTX

All items listed

the Plan is app
it must be firs
Management.

This feature, a
remain focuse
refer the WBS
committed to
All items listed in this section WILL NOT be delivered in this project. Once
the Plan is approved, if we need to add any items from here into "Scope",
it must be first approved by the Steering Committee as part of Change
Management.

This feature, along with the WBS/ Scope enables the project team to
remain focused on what we committed to deliver. When in doubt, always
refer the WBS/ Scope and Out of scope section to determine what we
committed to deliver.
 Projected timeline
# Task Name Duration Start Finish Predecessors
1 Main workflow finalized 15d 03/20/24 04/09/24
2 Approval from cross functional leads (Steering committee) 5d 04/10/24 04/16/24 1
3 Approval from SLT 5d 04/17/24 04/23/24 2
4 Complete AFE process 10d 04/10/24 04/23/24 2SS
5 Sign MCSA and Work order with IronSight 10d 04/24/24 05/07/24 1SS, 3, 4
6 Sign any other Work orders with Vendors 5d 04/24/24 04/30/24 1SS, 3, 4
7 (Formal) Project kickoff 0 05/08/24 05/08/24 5FS +1d
This is a high-level chart of wh
8 Discovery 3w 05/08/24 05/28/24 5
the basis for later developing
9 Communication re. upcoming rollout 10d 06/05/24 06/18/24 8FS +5d Schedule
10 Platform configuration (IronSight and WES) 2.5w 05/22/24 06/07/24 8SS +10d
11 Connect & Configure integration (includes testing and addressing UAT fixes) 9w 05/22/24 07/23/24 10SS
12 Dev, SIT testing (includes addressing UAT fixes) 25d 06/19/24 07/23/24 11SS +20d
13 UAT 10d 07/03/24 07/16/24 11SS +6w
14 User onboarding and Training 10d 07/10/24 07/23/24 13SS +5d
15 Go-live 0 07/24/24 07/24/24 14FS +1d
16 Commence post-live support 0 07/25/24 07/25/24 15FS +1d
This is a high-level chart of what needs to be done, and when. It forms
the basis for later developing a fully 'decomposed' (i.e., detailed) Project
Schedule
 Total estimated costs for the initiative
Y1 $ Y2 $ Y3 $ Y4 $ Y5 $
One time:
Discovery, Configuration, Training, Support & Go-live $ 20,000.00
Access to IronSight API for SAP and BI Tools integration $ 20,000.00
IronSight Premium Form/ Chart Bundle $ 15,000.00
Recurring:
Licenses $ 319,400.00 $ 343,355.00 $ 369,105.00
Annual Maintenance & support $ 4,000.00 $ 4,000.00 $ 4,000.00
Other:
Development if middleware for SAP integration $ 175,000.00
Maintenance for SAP middleware (if support provided by IronSight) $ 25,000.00 $ 25,000.00 $ 25,000.00
Sub-totals $ 578,400.00 $ 372,355.00 $ 398,105.00
GRAND TOTAL OF ESTIMATED COST
 The budget details what we expect to incur to deliver this project.
It must include all projected costs/ expenses, whether they are one-
time or recurring.

For projects that are completely internal, while we might not have
any tangible expenses for which there will be an outflow, there still
is a cost. In this case, it is the cost of the time of the team who will
work on the project

$ 1,348,860.00
Auto-calculated
 Risks, Issues, Assumptions & Dependencies
Date Date Status Owner Function RAID Date Risk/ Issue/ Assumption/ Dependency description (IF… THEN)
opened closed (source) completed

1 03/18 WIP - on track Erica Solution/ Process IF we cannot use contract hierarchy in IronSight, THEN
we will need to include integration with SAP for PO
creation

2 03/18 WIP - on track Erica Solution/ Process IF we cannot use contract hierarchy in IronSight, THEN
we will need to include integration with SAP for PO
creation
3 03/18 Closed Gautam Solution/ Process 03/26 IF we need to integrate IronSight with SAP or Ariba,
THEN we might need to defer this work until the S4
upgrade is completed (Target: Sept., '24)
4 03/20 WIP - on track Erica Solution/ Process IF we use Contract Hierarchy THEN a new Invoice
Documents type will have to be created and tested
5 26-Mar WIP - on track Erica Solution/ Process IF we include DOA in IronSight THEN HR information will
need to reside in IronSight (sensitive information)
ncies
Mitigation plans/ Notes Type* Probability Impact RISK SCORE
(1 = Low) (1 = Low)

03/18: Internal team in discussion to Time 10 7 70

determine optimal solution. (Schedule)
03/26: Team discussing 3 options, all of Auto-calculated
which will include some level of
integration

As above Resources 10 8 80

03/26: Confirmed with Gautam that Time 5 6 30

there will be no impact, closing (Schedule)

03/26: Might not need protracted Time 10 5 50

testing, IF TOSCA is in place (Schedule)
03/26: Team discussing options on Other
where DOA can be implemented
A RIAD log is an effective tool to tracking risks, assumptions, issues,
and dependencies.

Write each item using "If" "Then" statements. If more than one
impact, add the same risk as many times as needed and select each
'Type'.
 RAID Component Definition Example
Risk (R) These are uncertain events or conditions that, if they occur, can have an effect IF we see resistance from employees from adopting the new
on the project outcome. Remember, they could have a positive outcome, in HR software THEN we might need to consider training to
which case it DECREASES the score. If you have a 'positive' risk, enter it as a communicate the benefit specifically to them
negative value between 01 and -9, where -9 (remember, -1 is greater than -9)

Assumption (A) These are conditions believed to be true or things assumed to be in place, upon If any employees do not have basic computer skills
which the project plan is based. necessary to navigate and use the new HR software, then
we will need to plan to deliver training

Issue (I) These are current challenges or problems that are negatively affecting the If we are unable to address the technical issues within the
project or have the potential to do so if not addressed. When a risk materializes newly implemented HR system THEN we cannot go live
to become a reality, it becomes an issue

Dependency (D) These are tasks, milestones, or components that are reliant on one another for If trainers are not available ahead of go live, THEN we will
their progression or completion. need to cancel non-essential training to free up trainers

umptions, issues,

ore than one

d and select each
 Probability. Impact
Status Function 1 Type

New Accounting 2 Cost

WIP - on trBusiness Services 3 Quality

At risk Commercial 4 Time (Schedule)

Delayed Compliance/ Regulatory 5 Resources

Closed Digital Technology 6 Regulatory

Facilities 7 Other
Finance 8
Governance 9
Health, Safety, Security & Environment 10
Human Resources, DE&I
Legal -8
Operations: North -7
Operations: South -6
Operations: All -5
Solution/ Process -4
-3
Risk -2
Issue -1
Assumption
Dependency
 PROJECT SCOPE - Work Breakdown Structure (WBS) - Busi
PLEASE EMBED WORD, PPT/ pDF etc. DOCUMENTS, IF YOU CANNOT CAPTU
Business requirement Detail/ Use cases (To be fleshed out during Discovery)
(WHAT is needed)

1 Launch in WTX only Accommodate Vendors with differing billing (hourly or BBL)

2 SSO Use OKTA to authenticate users and access

3 Role-based UX Roles (Work performed):

4 Middleware integration: IronSight & ~ Send to SAP: Validated jobs

SAP

5 SAP & Ariba integration ~ Vendors receive POs in Ariba SAP

~ Vendors send invoice in Ariba
6 Error handling 6.1. If invalid Cost object is entered, the system will alert
New workflow: Alert Supply Chain and Field Accounting that a PO has
failed due to an invalid Cost Object. This should be set up so the rest
of the job can proceed and only the segment with the incorrect code
fails

6.2 FA Dispute: - Erica

6.3 Other??
7 Handle jobs/ orders (IronSight) 7.1 Receive standardized Job requests
7.2 Assign jobs to Vendor based on pools (automated callout process)

7.3 Assign jobs to Vendor based on breakthrough by TO

7 Handle jobs/ orders (IronSight)

7.4 Store PO#

8 Provide real-time dashboards 8.1 Provide real-time dashboards on Jobs
8.2 Provide real-time dashboards on Trucks
9 Provide historical reporting 9.1 For time period (Daily, Weekly, Monthly, Quarterly, MTD, YTD,
Annual, specifc From-To)

9.2 Report by vendor

9.3 Report by Truck
9.4 Report by requestor
10 Admin capabilities 10.01 Manage Regions
10.02 Manage Vendors (Vendors to register with IronSight), offboard
vendors
10.03 Onboard Users - Bulk (at launch); One-off (BAU)
10.4 Define new/ change existing reports
Revise legal contracts via RFP process Pricing Agreements will be determined once awards are finalized -
Erica
11 UAT Details TBD
12 Traininng IronSight to train Users
13 Pi vision Connection Connection for live hauler request based on level
14
15
16
17
18
19
20
21
22
23
24
n Structure (WBS) - Business and Functional requirements
MENTS, IF YOU CANNOT CAPTURE REQUIREMENTS IN THIS SPREADSHEET
Functional requirements
(HOW will this be delivered)
See IronSheet data gathering sheet on
'Documents Link' tab
This will be delivered by integrating
IronSight with WES Okta (SSO provider)
using SAML 2.0 standard
This will be delivered by IronSight
solution. Business team will need to
define users to be in these roles and
then IronSight solution to provide
application security.
Gautam
Gautam
Laura - IronSight
Laura - IronSight
Laura - IronSight
Non-functional requirements Workflow attachment, if
(How must the system act re. Security, Scalability, required
Performance, Usability)
Scalability: WES Admin must be able to add
new regions without need to engage vendor
Control view and edit access based on role:
~ TOC (Admin, Realtime dashboards,
Override jobs, View reports, Request jobs,
View job request, Cancel Job)
~ Vendors (Accept job, Decline job, Complete
job, provide documentation for disputes,
View reports)
~ Field Operations (Request jobs, View Job
request, Cancel Job, Report issue, View
reports)
~ Field Accounting (Validate hours, Dispute
hours, View reports)
~ Security (Investigations & Audits)
~ Regulatory (Compliance Reporting - View
only)
~ Internal Audit (Reporting - View only)
~ HSE & Security (Safety Reporting)
~ Contracts (Update legal contracts)
Need to identify master data requirements.
SAP functional locations from SAP or other
source? This is exclusive of the SCM
requirements with PR's and PO's - Manuel
This d
down
by th
List a
bulle
Laura - IronSight
Laura - IronSight
Laura - IronSight
Laura - IronSight

Laura - IronSight
Laura - IronSight
Laura - IronSight
Laura - IronSight
Laura - IronSight

Laura - IronSight
Laura - IronSight
N/A N/A

N/A N/A
N/A N/A
This document build on the WBS. Please break each bucket of 'what'
down to more granular rows. The Functional column will be filled in
by the Tech team

List all work that must be done to complete the project, use outlined
bullets to make sure you capture every aspect of the work.
 % Phase/ Task Duration Planned Dependen Planned Actual Actual Budget Actual spend
done start cies finish start finish
100% Initiation

100% Create/ Submit Business case

100% Present Business Case to SLT
100% Get approval for STAGE GATE 1: Business case 0
63% Planning
100% Identify internal and external stakeholders
100% Set up RACI
100% Hold kickoff
100% Conduct Discovery and finalize requirements
100% TOC
Be as deta
100% Supply-Chain complete
100% Vendors
100% Finance Remembe
holidays).
100% Contracts
100% Learning & Development If you hav
100% IronSight live'
100% SAP
Reach out
100% ARIBA
100% DT
50% Create Project Book (Charter and artifacts)
25% Set up cadence of meetings
25% Create UAT plans
0% Get approval for STAGE GATE 2: Charter (AFE) 0
0% Execution
0% Execute SOW with I/R
0% Release advance payment to IronSight
0% Set up instance of IronSight - external
0% Set up instance of IronSight - external
0% Complete SAP integration (including functional
testing)
0% Complete ARIBA integration
0% Complete end-to-end testing of request to payment
(IronSight, SAP & ARIBA)
0% Complete UAT Testing
0% Secure signoff on go-live
0% Set up support for post-go live:
0% Internal
0% External
0% GO LIVE 0
0% Release balance to IronSight
50% Control
100% Establish Change management
50% Commence Change management
0% Closing
0% Start feature backlog for next phase
0% Conduct Lessons learned
0% Conduct 3-month evaluation
0% Close project 0
53%
 (Auto-calculated - DO NOT MAKE ANY CHANGES TO THIS SECTION)
Notes
Earned Value Management (EVM) Calculator
Task ID Task Planned Planned Planned Cost (Total) % Complete AC PV
Start Finish

1 Initiation $0 100% $0 $0
2 Planning $0 63% $0 $0
3 Execution $0 0% $0 $0
4 Control $0 50% $0 $0
5 Closing $0 0% $0 $0
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completed under this project. $0
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holidays).
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live' $0
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 COMMUNICATION PLAN
KEY
STAKEHOLDERS
NAME Role PREFERRED COMMUNICATION ADDITIONAL INFORMATION

Antonio Falcon POC In-person, email

Erica Nix PM In-person, email

Archita Dasgupta EPMO In-person, email

Project team In-person, email

Vendor Video conference, email

COMMUNICATION GOALS
• Keep stakeholders informed of ongoing progress and any changes
• Identify any roadblocks and resolve them early
• Create opportunities for feedback from stakeholders and team

COMMUNICATION PLAN
ACTIVITY TYPE FREQUENCY ATTENDING PURPOSE Template link

Project Kickoff In-person, Video One-time Project team members, POC, all SMEs, Outline goals, scope, roles & responsibilities To be added
Conference Vendor and project manager and timeline, and
assign first milestone tasks

Status call In-person, Video Weekly Project team members, POC, SMEs Discuss items completed, upcoming tasks, To be added
Conference needed per agenda, Vendor and project milestones, risks and action items
manager

Status Report Email Weekly Team members and project manager Summarize progress and outline To be added
achievements for week and goals for
following week; risks and help needed

Stage Gate In-person, Video As required POC, PM, Senior leadership (will differ Provide updates and secure approval to To be added
Conference based on Stage gate) proceed to next stage

Touch Base In-person, Video As required Team members and project manager Discuss any items needed To be added
Conference
Change In-person, Video As required POC, PM, Senior leadership Secure decision on Change requests To be added
management Conference
Lessons Learned In-person, Video End of Project POC, PM, Team members and project Assess successes and opportunities and To be added
Meeting Conference manager collect input for improvement of subsequent
projects

3-month look back In-person, Video End of Project POC, PM, Team members and project Assess if we are on track to achieve goals/ To be added
Conference manager benefits. Share report out with SLT
Edit as needed

This table is not likely to change.

Reach out to EPMO for help.

 Action items
# Date Details Owner Updates
opened

1 03/21 Set up time to discuss impact/ next steps with Archita
Erica, Antonio, Gautam and Manuel
2 03/22 Connect with Laura @ IronSight to start Discovery Erica
03/22: Invite sent for 03/25
03/21: Laura has confirmed discussions can start ahead of PO
03/22: Laura sent initial documents; archita has requested templates to document
scope and shared the draft WES has started
03/22: Received templates and had discussion with Laura, to walkthrough their
implementation process

3 03/20 Confirm that IronSight can integrte OKTA Laura 03/20: IronSight to send documentation for OKTA integration approach so Marc can get
authentication sign-off from the Security team
04/02: Received and sent docs to Marc to confirm if it is adequate to get sign off from
the Security team

4 03/22 Set up formal kickoff and weekly touchbase for Archita
project
5 03/22 Get MSA/ SOW executed with IronSight Antonio
6 03/26 Create Level 3 process maps to show future-state Erica
flows
7 03/26 Request IronSight for details of where they have Erica
executed integration with SAP/ Ariba
8 03/26 Confirm that OKTA is added to MSA/ SOW (or Archita
Work order) as initial scope to be delivered
9 03/27 Confirm if we can skip DOA (as recommended by Erica
Gautam) or if must account for DOA as part of the
approval, ahead of the PO being created
10 03/27 Confirm how master data must be sent to to Laura
IronSight
03/22: This will be set up once we have finalized the workflows
04/09: Initial internal call completed. Weekly calls will commence once we have
approval to proceed
03/22: This will be done in parallel with Stage Gate 2 and 3 approvals
04/01: Archita to draft flow based on conversations to date, Erica to review
04/09: # of 5 flows are complete
03/26: Sent request
03/27: Received information from Laura - closed
03/27: Conveyed to Antonio; we will ensure this is added in the final version signed
03/27: Erica confirmed with the Accounting team that we MUST include DOA ahead of
PO creation. Also, we do not want to stroe DOA hierarchy in IronSight
03/27: Will this be SFTP? What is the file format? Csv, Xml, Json, other? Are there web
APIs available? Need technical details like are they exposed as web service, REST api,
etc; how change logic is handled, are these full reloads each interface or do they
ADD/DELETE/EDIT type logic in them, is master data feeds normally flat files but then
the PO push into IronSight is a web API?
03/28: Laura sent response: IronSight_Location_Sync.pdf – this document details how
to synchronize locations and cost centers in IronSight with an external source. It’s a
REST endpoint that accepts the full master dataset as a CSV file. Locations in the file
that aren’t already in IronSight are added, locations that already exist in IronSight are
updated in-place, and locations no longer contained in the CSV file are archived in
IronSight. To be confirmed with Marc: Good to close item?

11 03/27 Confirm how will we receive data from IronSight Laura 03/27: Are these web APIs exposed that we poll? What fields are available on the data
that’s exposed?
03/28: Laura sent response:IronSight_API_Sample.pdf – this document details a subset
of the IronSight API endpoints for reference purposes. Any operation that’s available
from the user interface is available through an equivalent API endpoint. In the Oxy
workflow they call the Get Jobs endpoint, then reconcile the data against SAP, then call
the Update Custom Fields endpoint to write the PO details back to the IronSight job. To
be confirmed with Marc: Good to close item?

12 03/27 Confirm IronSight testing approach Laura 03/27: Will IronSight provide/ help identify the test scenarios that need to be
executed? Will there be a test environment we can use or do we use the production
environment and if so how do we delete the test data? Will we have a test
environment for usage in general if we have support issues?
03/18: Laura sent details. To be confirmed with Marc: Good to close item?
04/ 02: Marc has conveyed preference for testing; IronSight to set up test
environments

13 03/28 Plan time and tasks in in schedule, to clear out all Erica
current POs pending processing ahead of go live
(to allow starting with a clean slate)
14 03/28 Need a correction flow for work to be routed Erica
back to FA
15 03/28 Check if there is a limit on the number of
Erica/
individuals in a team, who could have credentials Archita/
to access IronSight Laura
16 03/28 Confirm additional need for WES to get
documented consent from drivers for the use of
Bryan E
the their mobile phones with the IronSight app
installed
17 03/28 Confirm the level of data (how granular) IronSight Erica/
needs on geolocation Archita
18 03/28 Provide Archita with estimated duration and
dependencies/ sequential activities for and Marc
development-testing to be undertaken by WES
19 03/28 Provide Brian with a BRD template Archita
20 03/28 Provide Business requirements of the Operations
Brian P
team
21 03/28 The team raised the need to map coordinate Erica/
information with data in SAP, as they might not Archita/
match up 1:1 Laura
22 04/11 Establish RACI for use of IronSight Erica/
Archita/
Laura
 Status Health
Status Date closed New New/ Not On track At risk Delayed Complete
started

Complete 03/22

On track

Delayed All Action items MUST begin with a verb so we know exactly
what needs to be done. E.g.: Instead of "Approval on
document", use a verb to know what's expected: "Get
approval on document"? "Provide approval on document"?

On track Reach out to EPMO for help.

On track
On track

Complete 03/27

On track

Complete 03/27

On track

On track

Complete 04/02

New/ Not
started

New/ Not
started
 Decision Log
# Date opened Details of decision needed Decision taken and justification Decision maker Status Date closed
1 03/18 Do we need integration with SAP and/ or 03/26: Integration is necessary to realize project Antonio Falcon Closed 03/26
Ariba for the PO and/ or the Invoice goals; team working to define when, how and
process? what data will be exchanged with IronSight.
Latter will be tracked separately under Action
items – closing this item

2 03/26 What will the PO/ PR process be, and what 03/26: Team evaluated the 3 options and will Daniel Moore, Gautam Open
data will be included in the integration? focus on two Ramdas, Manuel
03/28: Option 2 (PR approach) identified as Cavazos, Erica Nix,
optimal. Final flow to be presented to Marc Battistello
Accounting and SAP teams, to finalize the
decision

3 03/27 How should the post-go live environment 04/02: We will go with the second option. Marc Battistello Closed 03/27
be set up: Same for various purposes such IronSight will set up the environment accordingly
as training, troubleshooting etc.., or create
a distinct sandbox for environment that
can be configured by a WES Admin user,
that can be used for testing and
troubleshooting but with no integrations
linked to the sandbox?
Docume
what wa

Reach o
 Status
New
Open

Closed

Deferred

Document all items which needed a decision, as well as details around

what was decided and by whom.

Reach out to EPMO for help.

 Contact List
F Name L Name Org email Phone Function
Brian Paddock WES Brian.Paddock@westernmidstream.com TOC
Rolando Abreu WES Rolando.Abreu@westernmidstream.com TOC
Antonio Falcon WES Antonio.Falcon@westernmidstream.com Supply Chain
Daniel Moore WES Daniel.Moore@westernmidstream.com Field Accounting
Erica Nix WES Erica.Nix@westernmidstream.com Supply Chain
Keith Herndon WES keith.herndon@westernmidstream.com DT
Marc Battistello WES Marc.Battistello@westernmidstream.com DT PMO
Manuel Cavazos WES Manuel.Cavazos@westernmidstream.com DT SAP
Gautam Ramdas Accenture gautam.ramdas@accenture.com SAP
Altaf Khan Cognizant altaf.khan2@cognizant.com DT PM
Tim Rantala WES Tim.Rantala@westernmidstream.com TOC
Mandy Dillard WES Mandy.Dillard@westernmidstream.com Finance
Bryan Escobedo WES Bryan.Escobedo@westernmidstream.com Legal
Tom Hiser WES Tom.Hiser@westernmidstream.com HSE & Security
Rich Dye WES Rich.Dye@westernmidstream.com Security
Israel Montez WES Israel.Montez@westernmidstream.com HSE & Security - WTX
Balaji DeviReddy Everest Balaji.ReddyDeviReddy@westernmidstream.com Supply Chain
Mary-Kate Bailey WES mary-kate.bailey@westernmidstream.com Regulatory
Rich Dye WES Rich.Dye@westernmidstream.com Security
Karen Collins WES Karen.Collins@westernmidstream.com Accounting
Sajiz Iqbal Insight Global Sajiz.Iqbal1@westernmidstream.com
Archita Dasgupta WES archita.dasgupta@westernmidstream.com (346) 786-5430 EPMO
Laura Maldonado IronSight laura.maldonado@ironsight.app (346) 788-1701 Implementation
IronSight
IronSight
 Est. time needed (in hours)
Role Time zone 4/8 4/9 4/10 4/11 4/12 4/15 4/16 4/17 4/18 4/19 4/22 4/23 4/24 4/25 4/26 4/29 4/30 5/1 5/2 5/3 5/6 5/7 5/8 5/9 5/10 5/13
SME, Steering Committee
SME, Steering Committee
SME, Steering Committee
SME, Steering Committee
PM, SME
Steering Committee
Implementation
SME
SME, M/W Implementation (?)
Implementation - DT
SME
SME
SME
SME
SME
SME
Insight Global
The 'estimated time' section will be used to give a he
SME how many hours of support we need from our stake
SME info only for those why will be needed on a sporadic
SME
need a heads up if we need their support in a specifi
SME, Data Capture Specialist team, TOC Reach out to EPMO for help.
Implementation
CSM Lead
 5/14 5/15 5/16 5/17 5/20 5/21 5/22 5/23 5/24 5/27 5/28 5/29 5/30 5/31 6/3 6/4 6/5 6/6 6/7 6/10 6/11 6/12 6/13 6/14 6/17 6/18 6/19 6/20 6/21 6/24 6/25 6/26 6/27 6/28

will be used to give a heads up on when and

we need from our stakeholders. Add this
e needed on a sporadic basis, or who will
heir support in a specific time-frame
 Change Management
CR# Date Requestor Type Requestor Impacted Reason(s) Description of requested change Steps taken before considering change
opened department department(s)
hange Management
Risks if change not made Gain/impact of change Est. additional Est. additional time Decision Decision maker(s) Decision maker(s) comments
cost (business days)

Once the project is 'baselined', all cha

decision made by the Steering commi
Add as much info as you can, to help

Reach out to EPMO for help.

 Type Reason Decision

Cost Correct defect Approved

Schedule Preventive Declined
measure
Scope New/ Change in Deferred
legislation
Defect Technology update No longer needed

Testing/ Quality Other (specify)

Resources
Requirements/
Deliverables

ce the project is 'baselined', all changes must be evaluated and a

cision made by the Steering committee to allow/ decline the change.
dd as much info as you can, to help with that decision

ach out to EPMO for help.

 Lessons learned
Observation What Type Function

Thes
repe
this

It is
whe
likel

Reac
 Function
Accounting
Business Services
Commercial
Compliance/ Regulatory
Digital Technology
Facilities
Finance
Health, Safety, Security & Environment
Human Resources, DE&I
Legal
Operations: North
Operations: South
Operations: All

These can be any moment that lead to an insight: positive (we want to
repeat this behavior/ event) or negative (we take away how to avoid
this behavior/ event.

It is a best practice to keep documenting your learning right from Day 1

when you start, versus waiting until after the project ends: you will
likely have forgotten many learning moments by then!

Reach out to EPMO for help.

 ACRONYMS & TERMS
TOC Tactical Operations Center
SES Service Entity Sheets
SWD Salt Water Disposal
FAT
Work order Created in SAP, a cost object and a mechanism to track cost down to a
specific piece of equipment
OLA Outline Agreement
DOA Delegation of authority
iDocs Intermediate documents
SES Service Entry Sheet
DOA Delegation of authority
OLA Outline Agreement
FO Framework order
Please connect with Erica or Archita if you need this information

Erica Erica.Nix@westernmidstream.com
Archita archita.dasgupta@westernmidstream.com
s information