Guidelines and Procedures on the Mass Rollout of the Integrated Tax System

August 29, 1997 REVENUE MEMORANDUM ORDER NO. 51-97 TO : All Internal Revenue Officers and Others Concerned SUBJECT : Guidelines and Procedures on the Mass Rollout of the Integrated Tax System I. OBJECTIVES This Order is issued to: 1. Ensure the "ITS-Preparedness" of the National Office (NO), Regional Offices (RO), Revenue District Offices (RDO) and Revenue Data Centers (RDC) before actual rollout date; 2. Ensure the provision of support before, during, and after the rollout; 3. Define the composition, roles, responsibilities and relationships of the various rollout support groups. II. DEFINITION OF ROLLOUT TYPES The ITS mass rollout shall be classified into the following types: A. Site Rollout The Site Rollout refers to converting a specific site to operate under ITS for the first time. The site may refer to the National Office, Revenue Data Centers, Regional Offices, or Revenue District Offices. Rolling out an RDO for the first time shall initially involve the Registration System only, in which case the site shall be referred to as "REG-converted RDO". When the other application systems are rolled out in the REG-converted RDO, the site shall be referred to as "ITS-converted RDO". B. Application Rollout The Application Rollout shall refer to the implementation of the various ITS applications in a particular site. It shall be further classified into the following types: 1. Pilot Acceptance The Pilot Acceptance refers to rolling out an application system for the first time in the pilot site(s). 2. Enhanced Application Rollout The Enhanced Application Rollout refers to rolling out an enhanced version of the application system(s) for the first time in the pilot site(s). 3. New Application Rollout The New Application Rollout refers to rolling out a pilot-accepted application or a user-validated enhanced application for the first time and for subsequent rollout in non-pilot site(s). III. GUIDELINES AND PROCEDURES A. Rollout Schedule Guidelines The following guidelines shall be complied with in scheduling site rollout: 1. The site must be TRU-ready as reported. TRU-ready shall be defined as having 100% validated and encoded TRU records. 2. Rollout of RDOs within Metro Manila shall be prioritized over other North/South Luzon, Visayas and Mindanao RDOs. 3. Registration System shall be rolled out ahead of the other applications. 4. New applications (i.e., pilot-accepted and user-validated enhanced applications) shall be rolled out three (3) months after the application has been pilot-accepted or user-validated. New applications rollout shall not coincide with a new site rollout. 5. Enhancements shall be rolled out in phases depending on their readiness. 6. An RDC should have no more than 10% suspense rate and 10% backlog for a previously ITS-converted RDO before rolling out additional RDO(s). 7. There shall be 30-day interval between site and application rollouts. The rollout schedule shall be presented to the Coordinating Committee meetings for approval. The Project Managers of Operations, SPIRIT, and MOST shall be responsible for informing their respective personnel of the rollout schedule for the prompt delivery of rollout requirements. B. Rollout Tasks Rollout tasks, classified into-pre-rollout tasks and post-rollout tasks, shall be performed and completed for every site and application rollout. The Rollout Task Matrix below shows these minor variations. 1. Pre-rollout Tasks The pre-rollout tasks shall be completed 30-45 days prior to actual rollout. These comprise three (3) major activities: Pre-rollout Evaluation Taxpayer Record Update (TRU) Readiness Validation Rollout Campaign The TRU readiness validation shall be performed simultaneously with the pre-rollout evaluation. The following are the tasks under each activity: a) Pre-rollout Evaluation (1) Perform tablechecking of rollout requirements using the prescribed checklists. Refer to Attachment 1 for the specific checklists and guidelines in using and accomplishing the checklists; (2) Identify issues and action plans based on rollout requirements tablechecking; (3) Prepare the Rollout Issue List. Refer to Attachment 2 for the Rollout Issue List template; (4) Present issues and action plans to Coordinating Committee for review and approval; (5) Coordinate with the different Project Managers to resolve issues and to satisfy other rollout requirements. Obtain signatures from appropriate parties to signify completion of rollout requirements. b) TRU Readiness Validation (1) Validate reported TRU status by conducting site visits to the certified TRU-ready RDO; (2) Identify and resolve issues; (3) Upload TRU records to ITS Ensure that 100% of TRU records are uploaded; (4) Resolve suspended TRU records using as guide the TRU Suspense Resolution Procedures ( Attachment 3). c) Rollout Campaign Rollout Campaign shall be conducted for internal and external stakeholders seven (7) days before rollout date. (1) Organize and conduct rollout briefing/orientation sessions on rollout activities, roles and responsibilities of concerned personnel, pertinent guidelines and procedures, etc.; (2) Prepare for official rollout launch when necessary. 2. Post-rollout Tasks Post-rollout tasks shall be performed and completed within the first 30 days of rollout. The post-rollout activity consists mainly of implementation tasks. The Implementation Assistance Team (IAT) shall be organized to lead the implementation tasks in conjunction with the site personnel as follows: a) Provide user support through on-the job coaching; b) Identify and address issues/difficulties that require immediate action; c) Identify barriers to optimum performance pertaining to technical and site environment, organization and reporting structures, policies and manual procedures, and training in order to provide long-term solution; d) Accomplish the ITS Operations Evaluation checklists. Refer to Attachment 1 for the specific checklists and guidelines in using and accomplishing the checklists. For pilot application rollout, the Pilot Acceptance Checklist shall be prepared and accomplished by the Project Steering Committee and Application Team assigned to the application being piloted in place of the ITS Operations Evaluation Checklist. C. Rollout Support Groups Key rollout support groups shall be organized to ensure the success of the rollout. These are the following: 1. Rollout Assistance Committee (RAC) a) Composition The RAC, which is a transitional group, is composed of BIR RDC Heads and AC-PS personnel. The RAC shall be the umbrella group in coordinating the various rollout support groups and providing overall direction pertaining to the rollout. Refer to Attachment 4 for the Composition Chart. b) Roles and Responsibilities (1) Formulate a rollout strategy, criteria, guidelines and procedures to help ensure a successful rollout, (2) Prepare a rollout schedule based on the prescribed criteria and scheduling guidelines; (3) Ensure that the pre-rollout and post-rollout tasks are performed accordingly; (4) Prepare RMOs, RSOs, and memos as the need arises (Example: Reminder memo for checklist accomplishment, RSO for RDC-Based Rollout Support Groups and Implementation Assistance Team, etc.); (5) Coordinate and provide overall direction to the Information Planning Quality Standards Service-Rollout Assistance Unit (IPQS-RAU)and the RDC-based Rollout Assistance Monitors (RAM) during the transitional period. 2. Information Planning Quality Standards Service-Rollout Assistance Unit (IPQS-RAU) a) Composition The IPQS-RAU shall be composed of personnel from the Rollout Assistance component of the IPQS Quality Assurance Team. Refer to Attachment 4 for the Composition Chart. b) Roles and Responsibilities The IPQS-RAU shall eventually take ownership of the RAC's roles and responsibilities on a long-term basis until the ITS mass rollout has been completed. During the transitional period which shall start upon the approval of this RMO, the IPQS-RAU shall take direction from RAC. They shall work together with the RAC members in the conduct of pre-rollout and post-rollout tasks. During this period, the IPQS-RAU shall progressively assume RAC's responsibilities particularly the preparation of the pertinent RMOs, RSOs and memos. The IPQS-RAU shall fully assume the RAC's roles and responsibilities at the end of the RAC's term of assignment. 3. RDC-Based Rollout Assistance Monitors (RDC-RAM) a) Composition The RDC-RAM shall be organized for each RDC. The RDC-RAM shall be manned by permanent and transitory personnel. The permanent personnel shall include the Assistant RDC Head as the Team Head and another representative from the RDC. The transitory personnel shall include one (1) representative each from all member ROs and RDOs. The RDC, RO, and RDO representatives shall preferably come from middle management positions (e.g., Section Chief, etc.) with a strong operations background. The transitory personnel shall be identified 60 days before the rollout of the concerned RO and/or RDO within the RDC. The identified RO and/or RDO representative shall join the RDC-RAM and perform the pre-rollout and post-rollout tasks accordingly in order to prepare for the rollout of his/her respective site. Refer to Attachment 4 for the Composition Chart. b) Roles and Responsibilities The RDC-RAM as a whole shall have a key role in the mass rollout of the member RDOs in their RDC area of responsibility. They shall ensure the conduct of the identified pre-rollout and post-rollout tasks for the rollout of their member RDOs. The RDC-RAM shall take overall direction and guidance from the IPQS-RAU. 4. Implementation Assistance Team (IAT) a) Composition Separate IATs shall be continuously organized for each site and application rollout until the completion of the ITS mass rollout. The IAT shall be made up of the IAT Management Group and the User Support Group. Management Group The Management Group shall be composed of the Coordinating Managers for Operations, SPIRIT and MOST, an RO Coordinator, an RDC Coordinator and an RDO Coordinator. The Coordinating Managers shall have two (2) levels-the NO-based Coordinating Managers and the Local Coordinating Managers per RDC. The NO-based Coordinating Manager positions shall be assumed by the Project Directors for Operations, SPIRIT and MOST. The Local Coordinating Manager positions shall be assumed by the Assistant Project Directors. There shall be separate and permanent sets of NO-based and Local Coordinating Managers per RDC to provide simultaneous IAT support to all the RDOs within their area of responsibility. The Overall Local Coordinating Manager per RDC shall be selected based on his/her expertise, leadership skills and experience level. He/she shall be identified upon, preparation of the RSO. The RO, RDC and RDO Coordinator positions shall be assumed by the RO Director or Asst. Director, the RDC Head or Assistant Head, and the RDO or Assistant RDO, respectively. User Support Group The User Support Group shall be composed of one (1) expert user for each application system being rolled out. Initially, the User Support Group members for a new site shall be identified from ITS-converted sites which have the ITS expertise already. For subsequent site rollouts, the User Support Group members shall preferably come from ITS-converted sites within the same RDC. Refer to Attachment 4 for the Composition Chart. b) Roles and Responsibilities The IAT shall assume direct responsibility for the conduct of the post-rollout tasks. The specific roles and responsibilities of the IAT members are the following: (1) NO-based Coordinating Managers-Operations, SPIRIT, MOST The NO-based Coordinating Managers shall provide overall direction to all the IATs according to their RDC area of responsibility. The NO-based Coordinating Managers shall provide simultaneous support to all sites being rolled out in their assigned RDC. They shall report at the sites and conduct the end-of-day debriefing for the IAT on the first week of rollout. For simultaneous rollout of sites, they shall spend at least one (1) day per site. They shall also convene all IAT members from the rolled out sites to conduct an end-of-week debriefing. For the second week of rollout, they shall report at the NO and conduct the end-of-week debriefing remotely through video conferencing or teleconferencing, as needed. During the debriefing, they shall address blocker or high-priority issues/problems/difficulties that are elevated by the Local Coordinating Managers. (2) Local Coordinating Managers- Operations, SPIRIT, MOST The Local Coordinating Managers shall provide simultaneous support to all sites being rolled out in their assigned RDC. They shall report at the sites and conduct the end-of-day debriefing on the second week of rollout in place of the NO-based Coordinating Managers. For simultaneous rollout of sites, they shall spend at least one (1) day per site. They shall also convene all IAT members from the rolled out sites to conduct an end-of-week debriefing. On the third week of rollout, they shall report at the NO and conduct the end-of-week debriefing remotely through video conferencing or teleconferencing, as needed. During the debriefing, they shall address blocker or high-priority issues/problems/ difficulties that are reported daily by the RDC, RO and RDO Coordinators. They shall coordinate with concerned personnel to address issues that can be immediately resolved or elevate unresolved issues to the NO-based Coordinating Managers. (3) RO Coordinator The RO Coordinator, being the RO representative, shall ensure that RO-related issues are addressed by the IAT and resolutions are cascaded to concerned personnel in his/her office. He/she shall participate in the on-site and remote end-of-day and end-of-week debriefing to be conducted by the Coordinating Managers. He/she, together with the RDC and RDO Coordinators, shall conduct the on-site end-of-day and end-of-week debriefing on the last two (2) weeks of rollout in place of the Coordinating Managers. He/she shall also submit weekly RO status reports to the Coordinating Managers. (4) RDC Coordinator The RDC Coordinator, being the RDC representative, shall ensure that RDC-related issues are addressed by the IAT and resolutions are cascaded to concerned personnel in his/her office. He/she shall participate in the on-site and remote end-of-day and end-of-week debriefing to be conducted by the Coordinating Managers. He/she, together wish the RO and RDO Coordinators, shall conduct the on-site end-of-day and end-of-week debriefing on the last two (2) weeks of rollout in place of the Coordinating Managers. He/she shall submit weekly RDC status reports to the Coordinating Managers. (5) RDO Coordinator The RDO Coordinator, being the RDO representative, shall ensure that RDO-related issues are addressed by the IAT and resolutions are cascaded to concerned personnel in his/her office. He/she shall participate in the-on-site and remote end-of-day and end-of-week debriefing to be conducted by the Coordinating Managers. He/she, together with the RO and RDC Coordinators, shall conduct the on-site end-of-day and end-of-week debriefing on the last two (2) weeks of rollout in place of the Coordinating Managers. He/she shall submit weekly RDO status reports to the Coordinating Managers. (6) User Support Group The User Support Group members shall assist the users through on-the-job coaching in accordance with their field of expertise. Each member shall accomplish an ITS Operations Evaluation Checklist for his/her assigned application system and submit this to the Local Coordinating Managers. The User Support Group shall report to their assigned site on the first three (3) weeks of rollout and report at the designated venue for the end-of-week debriefing. At the end of the third week they shall turn over the identified issues and action plans to the ITS Champions who shall pursue the execution of action plans and resolution of open issues. The IAT, as a whole, shall ensure that issues and documented in accordance with existing Help Desk guidelines and procedures. At the end of the 30-day period, the local Coordinating Managers shall present the identified issues and action plans in the Coordinating Committee meeting. All in all, the duration of IAT involvement shall be for one (1) month. The on-site support schedule of the IAT members shall vary as shown on the table below. 5. TRU Teams a) Composition There shall be an NO-based TRU Team, RO-based TRU Teams and RDO-based TRU Teams. The RO-based TRU Teams shall be headed by the Regional Directors and will have as its members three (3) representatives from the Taxpayer Assistance Service of the RO. The RDO-based TRU Teams shall be composed of the Data Capture, Data Validation, and Data Encoding Teams whose members are RDO personnel as specified in RMO 35-96. Refer to Attachment 4 for the Composition Chart. b) Roles and Responsibilities (1) NO-based TRU Team The NO-based TRU Team shall provide the overall direction to the RO TRU Teams. They shall conduct briefings to explain the site visit guidelines and procedures to be accomplished by the RO TRU Teams. They shall also be responsible for consolidating the TRU status reports from the RDOs and furnishing copies of the consolidated report to the RO TRU Teams and the RAC/IPQS-RAU. (2) RO-based TRU Team Head The RO-based TRU Team Head shall manage the overall TRU activities of the Regional TRU Team. He/she shall: Monitor the TRU activities of the member RDOs and ensure that the procedures specified in RMO 35-96 and Attachment 5 of this RMO are being accomplished; Report any non-compliance to TRU policies, procedures and guidelines and other TRU-related problems found in the member RDOs to the NO TRU Team for their action; and Conduct status meetings with the Revenue District Officers to facilitate issue resolutions and completion of TRU, as needed. He/she shall be the central repository of TRU information in the RO. The TRU information may come in the form of TRU status reports and Site Visit Reports prepared by the RDO-based and RO-based TRU Team members, respectively. (3) RO-based TRU Team Members The RO-based TRU Team members shall: Conduct site visits to RDOs with the following objectives: ensure proper compliance to TRU policies and procedures as stated in RMO 35-96 and Attachment 5 of this RMO; issue Certificate of TRU Readiness ( Attachment 7) for RDOs with 100% validated and encoded records 45 days before the scheduled rollout; assist RDOs in resolving suspended TRU records; monitor and ensure 100% uploading of TRU records to ITS. Raise issues that cannot be resolved at the RO/RDO level to the RDC TRU Head; and Prepare Site Visit Reports. (4) RDO-based TRU Team The RDO-based TRU team shall ensure an accurate and complete implementation of TRU Phase I according to the guidelines and procedures specified in RMO 35-96 and Attachment 5 of this RMO. The RO-based and RDO-based TRU Teams shall work closely with the designated RAC/IPQS-RAU/RDC-RAT representative(s) who shall conduct site visits prior to the rollout, assist in the uploading of TRU records to ITS, and identify issues and action plans as necessary. 6. Change Management Team a) Composition There shall be an NO-based Change Management Team composed of a Team Head and at least four (4) members preferably with ITS background. Each member shall have an assigned RDC. Refer to Attachment 4 for the Composition Chart. b) Roles and-Responsibilities The Change Management Team shall be responsible for the organization, preparation and conduct of the rollout campaign as part of the pre-rollout tasks. Specifically, they shall perform the following tasks: Schedule and organize the orientation/briefing sessions on rollout activities, roles and responsibilities of concerned personnel, pertinent guidelines and procedures, etc.; Coordinate with the orientation/briefing session speakers and participants; Prepare the necessary orientation/briefing materials; Conduct presentations when necessary. 7. Site Heads a) Composition The Site Heads pertains to the different heads of office in the Bureau. These are the RDC Heads, RO Directors, and RDO Heads. b) Roles and Responsibilities The Site Heads shall take full ownership of ensuring the success of rollout in his/her respective site by coordinating with the appropriate personnel to meet the rollout requirements. He/she shall report the pre-rollout and post-rollout status of his site in the Coordinating Committee meetings. 8. ITS Champions a) Composition The ITS Champions identified by the Site Heads shall be composed of one (1) expert user per system. However, an expert user may have expertise on more than one (1) application system. The ITS Champions shall undergo ITS training and on-the-job training. The following list shall initially be used as guide in identifying the ITS Champions: Office ITS Champion to be Assigned to . . . RDC Collections and Bank Reconciliation System Returns Processing System Returns Compliance System Excise Tax Reconciliation Tax Reconciliation System Legal Information System RO Audit System Taxpayer Accounting System Accounts Receivable System Tax Credits and Refund System National Office Management Information System RDO Registration System Case Monitoring System Audit System Tax Credits and Refund System National Office Management Information System NO Tax Reconciliation System National Office Management Information System Legal Information System Accountable Forms System Fixed Assets System Human Resource Information System b) Roles and Responsibilities The ITS Champions shall be responsible for pursuing the resolution of open issues and execution of action plans turned over by the IAT at the end of their assignment. The ITS Champions shall provide status of the issues to the Site Heads who shall then report it in the Coordinating Committee meetings. 9. Help Desk (NO/RDC/RDO) a) Composition There will be Help Desk personnel at the RDO, RO, RDC, and NO level. The specific composition of the Help Desk Teams is defined in the Help Desk Primer. b) Roles and Responsibilities The Help Desk is a single, central point of end-user contact for all types of problems, whether technical or non-technical (procedure and resource problems) as well as ITS or non-ITS problems. Generally, the Help Desk teams are responsible for the following: Receipt and logging of problems/issues raised by end users and the IAT from the sites; Provision of appropriate support through the resolution of issues; Elevation of problems to succeeding levels of support, if necessary; Informing end users of problem status, whether resolved or open; Updating of the problem log. 10. Application Systems Support and Maintenance (ASM) Team a) Composition The ASM Team shall be composed of the NO-based ASM personnel, two (2) on-site ASM Team Leads and on-site Enhancement Support. The on-site Enhancement Support shall be provided only during enhanced application rollout and shall have the expertise on the enhanced application(s). Refer to Attachment 4 for the Composition Chart. b) Roles and Responsibilities (1) NO-based ASM personnel The NO-based ASM personnel shall be responsible for the resolution of all application-related issues/problems, whether functional or technical in nature. They shall implement the fixes/solutions and enhancements on the applications. They shall also communicate all application changes/enhancements to the concerned personnel. They shall ensure that the necessary ASM personnel are provided on-site. (2) ASM Team Lead The ASM Team Lead shall report at the site for the first two (2) weeks of rollout and when transaction volume is expected to increase during the rollout. He/she shall provide immediate general support for the applications through on-the-job coaching, addressing questions/issues, troubleshooting and recommending workground/interim procedures. (3) Enhancement Support The Enhancement Support shall report at the site for the first two (2) weeks of rollout. He/she shall provide immediate enhanced application-specific support through on-the-job coaching, addressing questions/issues, troubleshooting and recommending workground/interim procedures. D. Roles and Responsibilities Matrix The following matrix shall be used as a quick reference guide to determine the respective roles and responsibilities of the different rollout support groups vis-a-vis the rollout tasks: IV. REPEALING CLAUSE All revenue issuances and/or portion(s) thereof that are inconsistent herewith are hereby revoked and/or amended accordingly. V. EFFECTIVITY This order shall take effect immediately. LIWAYWAY VINZONS-CHATO Commissioner of Internal Revenue ATTACHMENT A USER VALIDATION PROCEDURE Responsibility A. Determining the Enhancement Status 1. Perform Quality Testing on the Enhancement Team enhancement deliverable. 2. Gather/Log all issues/conditions Enhancement Team pertaining to the enhancement under review. 3. If there are no outstanding issues/ Enhancement Team conditions, proceed to No. 4. If there are outstanding issues/ conditions, determine their severity (Refer to Annex C). a. If issue is Major, resolve issue/condition. b. If issue is Minor, exert all efforts to nonetheless resolve issue/condition. Unless unavoidable, no minor issue is to be left unresolved before issuance of a User Validation Certificate. Proceed to No. 4. 4. Notify Receiving User that enhance- Project Manager ment is ready for review. Expert User Furnish Receiving User list of all issues/conditions raised on the deliverable (Annex B). For outstanding issues, indicate the SIRs and the dates when these are supposed to be resolved. 5. Determine whether the enhancement Receiving User delivered by the Enhancement Team satisfies the Bureau's requirements. a. If yes, proceed to B. b. If no, inform the Project Manager of the issues/ conditions that require resolution. Proceed to No. 6 6. Resolve issues/conditions identified Enhancement Team by the Receiving User. Go back to No. 4. B. Validating the Enhancement 1. Prepare the User Validation Enhancement Team Certificate (Annex D for deliverable with no outstanding issues; Annex E for deliverable with outstanding minor issues) together with all supporting documents (conditions list, letters, memos, etc.) 2. Sign relevant portion of the Expert User User Validation Certificate. 3. Forward the documents to Project Manager the Receiving User. 4. Review documents. Receiving User 5. Sign relevant portion of the Receiving User User Validation Certificate. 6. Route the User Validation Receiving User Certificate together with all supporting documents to the Project Manager and Project Director for signature. 7. Make 3 copies of the completely Receiving User signed User Validation Certificate and all supporting documents. 8. Provide one set of the User Receiving User Validation documents to the following: Project Manager of the relevant enhancement (original copy) Project Director Project Management Office (PMO) 9. Keep one set of User Validation Receiving User documents on file. C. PMO Acknowledgment 1. Receive User Validation PMO documents from the Receiving User. 2. File the documents. PMO ANNEX B List of All Issues/Conditions Raised on the Deliverable ANNEX C Classification of Issues by Severity (Appendix D of Product Acceptance Certification Procedure, Attachment to RMO 29-96) ANNEX D User Validation Certificate for Enhancement Deliverables with No Outstanding Conditions REPUBLIC OF THE PHILIPPINES DEPARTMENT OF FINANCE BUREAU OF INTERNAL REVENUE Philippine Tax Computerization Project Bureau of Internal Revenue User Validation Certificate Date: __________ To: The Project Manager ( Application Name ) Enhancements We, the undersigned, agree that the enhancement deliverable indicated below conforms to an acceptable standard and meets the Bureau's requirements and relevant User Validation Criteria. Description of the Enhancement: __________________________________________ Signed by: Expert User Receiving User ________________________ ________________________ Role Role ________________________ ________________________ Date Date Noted by: Project Director Project Manager ________________________ ________________________ Role Role ________________________ ________________________ Date Date ANNEX E User Validation Certificate for Enhancement Deliverables with Outstanding Minor Conditions REPUBLIC OF THE PHILIPPINES DEPARTMENT OF FINANCE BUREAU OF INTERNAL REVENUE Philippine Tax Computerization Project Bureau of Internal Revenue User Validation Certificate Date: __________ To: The Project Manager ( Application Name ) Enhancements We, the undersigned, agree that the enhancement deliverable indicated below conforms to an acceptable standard and meets the Bureau's requirements and relevant User Validation Criteria. It is further agreed that the responsibilities of the Project Team with respect to the deliverable have either been completed where no attached conditions exist, or will be completed once the conditions listed in the attachment have been satisfactorily resolved. Description of the Enhancement: __________________________________________ Signed by: Expert User Receiving User ________________________ ________________________ Role Role ________________________ ________________________ Date Date Noted by: Project Director Project Manager ________________________ ________________________ Role Role ________________________ ________________________ Date Date ANNEX F User Validation Procedure Flowchart ATTACHMENT 1 Guidelines in Accomplishing the Rollout Checklist III. ADDITIONAL GUIDELINES CHECKLIST PREPARATION Annex C shall be used as a guide in the preparation of the ITS Operations Evaluation Checklist (per application system). CHECKLISTS ACCOMPLISHMENT The responsible personnel as indicated in the checklist may use the reference documents indicated in the table above before validating the checklist requirements. The responsible personnel or the site head may submit other relevant documents that can show proof of compliance to the Chairman of the Rollout Assistance Committee (Example: Architectural plan for the office layout, Ready for Use Certificate, etc.,), if needed. The Application System Rollout Requirements Checklists shall be accomplished every time an application is rolled out in a site. When rolling out several applications simultaneously in a site, only one checklist shall be accomplished for that site. The ITS Operations Evaluation Checklist items shall be validated by the user support group members of the Implementation Assistance Team (IAT) according to their assigned application system. They shall affix their signature on the space provided in the checklists and submit the same to their Local Coordinating Managers. The overall responsibility for ensuring the accomplishment of the checklists shall be assumed by the Local Coordinating Managers. CHECKLIST SUBMISSION A covering memo addressed to the Commissioner shall be prepared by the respective Site Heads when submitting the Checklist for Site Rollout Requirements and the Checklist for Application System Rollout Requirements. A covering memo addressed to the NO-based Coordinating Managers for MOST/SPIRIT/OPERATIONS and copy furnished to the Deputy Commissioner-Spirit Implementation Coordinator shall be prepared by the Local Coordinating Managers when submitting the ITS Operations Evaluation Checklists. The covering memos should contain a summary of the unresolved issues identified during the accomplishment of the checklists. Copies of the covering memo shall also be sent to the RDC-based Help Desk personnel who shall log the unresolved issues to pursue necessary action. ANNEX A1 BIR Acts Most In Spirit SITE ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ PSC Head CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX A2 BIR Acts Most In Spirit SITE ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ RDC Head CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX A3 BIR Acts Most In Spirit SITE ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ Regional Director CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX A4 BIR Acts Most In Spirit SITE ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ Revenue District Officer CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX B1 BIR Acts Most In Spirit APPLICATION SYSTEM ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ Revenue District Officer CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX B2 BIR Acts Most In Spirit APPLICATION SYSTEM ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ TDC Head CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX B3 BIR Acts Most In Spirit APPLICATION SYSTEM ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ Regional Director CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX B4 BIR Acts Most In Spirit APPLICATION SYSTEM ROLL-OUT APPROVAL SHEET SUBMITTED BY :_____________________________________ Regional Director CONFORME :_____________________________________ Chairman, Roll-Out Assistance Committee RECOMMENDING APPROVAL MOST :_____________________ ________________ Project Directors Coordinator OPERATION :_____________________ ________________ Project Directors Coordinator SPIRIT :_____________________ ________________ Project Directors Coordinator APPROVED BY :_______________________________ Commissioner of Internal Revenue ANNEX C BIR Acts Most in Spirit ITS OPERATIONS EVALUATION APPROVAL SHEET SUBMITTED BY :________________________________ User Support Personnel CONFORME :________________________________ Site Head ACKNOWLEDGED BY : MOST :________________________________ Local Coordinating Manager OPERATIONS :________________________________ Local Coordinating Manager SPIRIT :________________________________ Local Coordinating Manager ATTACHMENT 2 Rollout Issue List Template ATTACHMENT 3 TRU Suspense Resolution Procedures ATTACHMENT 4 Rollout Support Groups Composition Charts ATTACHMENT 5 TRU Phase I Compliance Guidelines The TRU Phase I Guidelines provide additional procedures and corrective actions to ensure the accuracy and completeness of the captured, validated and encoded taxpayer records. Each RDO should strictly comply with these guidelines in conjunction with RMO 35-96 (Procedures in the Creation of an Automated Preliminary Database of Active Business Taxpayers for each Revenue District Office Preparatory to the Full Implementation of TRU Phase I). I. RDO TRU Team Responsibilities In addition to the procedures stated in RMO 35-96, the three (3) Teams created to handle date-gathering and encoding activities, shall accomplish the following activities to ensure the accuracy and completeness of the data in the Automated Preliminary Data Base of business taxpayers: A. Data Capture Team It shall be the responsibility of the Data Capture Team to ensure the accuracy of the reported number of active taxpayers by accomplishing the following activities: 1. Determine the accurate number of active business taxpayers in the district. Include the number of new registrants included in the count of active taxpayers. Do not include inactive taxpayers (e . g . taxpayers who have transferred registration to another district, closed businesses, and taxpayers who cannot be located) and one-time taxpayers in the number of active business taxpayers . To compute for the accurate number of active business taxpayers, use the formula below: # Active Business Taxpayers = (No. of business taxpayers as of Dec. 31, 1996 + New Registrants)- (Transferred taxpayers + Closed businesses + Taxpayers who cannot be located) The accurate number of active business taxpayers shall be reported in the TRU Phase I Weekly Compliance Report. B. Data Validation Team It shall be the responsibility of the Data Validation Team to re-validate the information in the forms by accomplishing the activities below. The Group Supervisors shall accomplish the validation procedures from steps 1 to 5. The Revenue Officers shall accomplish the validation procedures from steps 6 to 8. Group Supervisors 1. Validate the Philippine Standard Industrial Classification (PSIC) codes to determine if the correct PSICs are indicated in the forms. If incorrect PSICs are indicated in the forms, the forms must be revised by indicating the correct PSICs. Refer to Annex A List of PSIC Codes for the complete listing of the codes. 2. Validate the tax types, Alphanumeric Tax Codes (ATCs) and form types indicated in the forms for correctness. For the correct tax type/ATC/form type combinations, please refer to Annex B Tax Types Form Types ATCs. If no/incorrect tax types, ATCs and form types are indicated in the forms, the forms must be revised by indicating the correct and complete information. 3. Validate the Maiden Name field to ensure that it is filled up if the taxpayer is a married female. If no maiden name is indicated in the form and the taxpayer is a married female, retrieve the information from the district's records or contact the taxpayer to obtain the information. 4. A facility type can be a place of production, a warehouse, or a storage place. These are extension offices not conducting sales activities, not remitting income taxes withheld from sources, and not liable to pay registration fee. Validate the accuracy of the facility information indicated in the forms. If the taxpayer has no facility, the Facility Type portion of the form shall be left bank. If a facility type was indicated in the form, determine from the district's records if the taxpayer has a facility or contact the taxpayer to obtain the information. 5. Validate the forms for completeness; check if all the applicable and required fields have been filled up. Refer to Annex C Validating Form 1901, Annex D Validating Form 1903, Annex E Validating Form 1904 for procedures on how to check the forms for completeness. If the form contains incomplete information (i.e., some applicable fields were not filled up), retrieve the information from the district's records or contract the taxpayer to obtain the information. Revenue Officers 6. Advise self-employed individuals and professionals to accomplish Forms 1925 and 2305. If they were previously not able to accomplish Forms 1925 and/or 2305, the Revenue Officers shall contact the taxpayers and instruct them to accomplish and submit the form (s) and the required attachments (including the 2x2" colored picture with light background or logo). Revenue Officers shall continue to contact self-employed individuals and professionals to complete and validate the registration data contained in the accomplished Form 1901. 7. Advise Individual taxpayers to submit the required attachments if they are already available upon submission of the Revised Form 1901 and Form 1925. However, if the requirements are not yet available upon the time of submission of the Revised Form 1901 and Form 1925, they can submit the required attachments within six (6) months after the submission of the forms. Please refer to Annex F Required Forms and Attachments for the list of attachments required for each taxpayer type. 8. Advise partnerships, corporations, Government-Owned and Controlled Corporations (GOCCs), and Local Government Units (LGUs) to submit Form 1925. If they were previously not able to accomplish Form 1925, the Revenue Officers shall contact the taxpayers and instruct them to accomplish and submit the form (including logo, if available). C. District Data Encoding Team It shall be the responsibility of the District Data Encoders to ensure that accurate information has been encoded in the Registration FoxPro Program by accomplishing the following activities: 1. Tag the business address as the registered address. If the RDO has previously tagged the residential address as the registered address, encoders do not need to correct this error. This can be corrected during uploading of the records. However, the encoders shall tag the business address as the registered address for the succeeding records to be encoded. 2. If the taxpayer has no facility, the Facility and Number fields shall be by passed. If facilities have been incorrectly assigned in the previously-encoded forms, encoders do not need to correct the error. However, the Facility and Number fields shall be by passed for succeeding records to be encoded. This can be done by pressing ESC (for Version 2.0 of the program) or ENTER (for the enhanced Version 2.0 of the program) at the Facility field. 3. For Branches updating their records: a) Each RDO shall independently assign temporary branch codes starting from 001 for branches under its jurisdiction. Encoders shall ensure that no two (2) branches have the same branch code (e.g., the branch code of Branch A will be 001 and branch code of Branch B will be 002). If a branch code has been assigned twice (e.g., two branches have the same branch code 001), encoders must delete one (1) of the branch records and re-encode it using the next available branch code (e.g., 002). b) Encode branch information as a separate record; do not encode branch information under the record of the Head Office. If branch information has been encoded under the record of the Head Office, encoders must re-encode the branch information as a separate record with the branch code starting at 001. c) To facilitate the assignment of branch codes, each RDO is advised to maintain a logbook to record the branch codes assigned to different branches. Permanent branch codes shall be assigned upon the roll-out of ITS in the RDOs. 4. To encode the municipality codes for out-of-district addresses, type'?' and the three-digit RDO Code to display the municipality codes of another district. If an incorrect municipality code was assigned for an out-of-district address, encoders shall modify/update the record to correct the municipality code. Refer to Annex G List of Revenue Regions and Revenue District Offices for the complete listing of the RDO Codes. 5. If the RDO is using more than one (1) computer to encode records, each computer shall be numbered and labeled to facilitate the retrieval of on-line records. After encoding the forms, encoders shall use red ink to indicate the following on the form: Name of the encoder Date of encoding Computer where the record was encoded (if RDO is using more than one computer to encode records) 6. File all forms alphabetically. II. REPORTING REQUIREMENTS The Revenue District Officers shall continue to submit the TRU compliance reports on a weekly basis. This report shall contain the accurate number of active taxpayers as determined by the Data Capture Team. The report shall be forwarded to the TRU Team at Room 609, 6/F National Office Building. The RDOs shall also furnish the concerned RO TRU Head and RDC TRU Assistance Team each a copy of the report. Revenue District Officers shall assess the districts' compliance to the procedures by accomplishing Annex H-TRU Readiness Questionnaire. The RDOs shall submit the questionnaires by September 15, 1997 to the TRU Office at Room 609, 6/F BIR National Office Building or send it by fax to (02) 4262191, Attention: ACIR Melchor Ramos, Operations Project Director. ANNEX A LIST OF PHILIPPINE STANDARD INDUSTRIAL CLASSIFICATION (PSIC) CODES ANNEX B ANNEX C ANNEX D ANNEX E ANNEX F ANNEX G ANNEX H TRU Readiness Questionnaire Revenue District Office: _________ __________________ No. District Name Revenue District Officer: _____________________________ Instructions: This questionnaire will be used to assess the uploading readiness of your RDO's FoxPro Database for TRU Phase I (Business Taxpayers). Please check the appropriate box to indicate your response. All responses will be subject to further verification. Any information that will be necessary in order to make an accurate and fair analysis of your responses should be indicated under the remarks column. Other Comments/Remarks: Declaration: I declare that this form has been made in good faith, verified by me and to the best of my knowledge and belief, is true and correct . __________________________________ __________ REVENUE DISTRICT OFFICER Date (Signature over Printed Name) Thank you for taking the time to accomplish this questionnaire. Please submit this questionnaire by FAX to (02) 426-2191, ATTENTION: ACIR Melchor Ramos, Operations Project Director, or send it to: TRU Office Room 609 BIR National Office Building, BIR Road, Quezon City ATTACHMENT 6 Pilot Acceptance Framework January 14, 1997 Re: Pilot Acceptance Framework This memorandum with attachments documents the agreement reached between the BIR and AC-PS regarding the pilot Sign-off Framework. Conforme: Conforme: (Sgd.) Carol E. Carreon (Sgd.) David P. Nilsen BIR-Deputy Commissioner AC-PS Deputy Project Director Re: PILOT SIGN-OFF FRAMEWORK 1. Introduction : The purpose of this memorandum is to define the framework, acceptance criteria and sign-off responsibility for the Pilot project, which is identified in the IFB, the Special Conditions of Contract, the Inception Report and the Billing Model. This memorandum covers the Pilot for the Systems provided in Attachment D. The Pilot will be conducted at the Manila RDC and the NO. The pilot contains two parts Pilot Test and Pilot Operations. The Pilot Test is run by AC-PS. The Pilot Operations are conducted by the Bureau. These are the only differences between the two parts of the Pilot; all other roles, procedures, and working arrangements are as provided in Section 4. The Pilot Test and Pilot Operations periods are defined in Attachment E. 2. Acceptance Criteria The criteria for acceptance of the Pilot are: a. Tax Application Processing The conditions defined in Attachment A for a given application are satisfied as per functional specification. These conditions will be progressively verified, and will include conditions relating to conversion (where appropriate) b. Stress and Performance Tests Stress and Performance Tests will be satisfied as specified in Attachment B. c. Documentation The documentation that the BIR and AC-PS have previously agreed will be maintained is up-to-date. The list of the agreed maintainable documentation is provided in Attachment C. d. Major SIRs (Production or Pre-Production) will be resolved prior to acceptance of the application or item that is the subject of the error. Functionality issues will be resolved separately. The target timeframe for preparation of a workplan for open functionality issues, is the end of Pilot. Results of the Stress and Performance Tests will be a component of the Equipment Acceptance. 3. Acceptance Timeframe Acceptance activities of the Bureau will occur during the Pilot. Acceptance activities, including error and point logging, will not extend beyond the end of the Pilot. Application systems will be evaluated progressively against the acceptance criteria in 2.a. When the criteria in 2.a and 2.d have been satisfied for a given application, that application will be accepted. Acceptance of the last application covered by this framework will be conditional on the prior acceptance of the deliverables identified in 2.b and 2.c and the resolution of major SIRs (2.d) not identifiable with an application. 4. Working Arrangements, Procedures and Guidelines To ensure that acceptance is conducted in a consistent, timely and efficient manner, BIR and AC-PS agree to the following working arrangements, procedures and guidelines. These apply on a per application basis, and equally during Pilot Test and Pilot Operation. Production SIRs 1. The Pilot users will log all production issues with the Help Desk. 2. The Help Desk log must include the name of the person raising the issue, and where the originator is not a PAT User, the Help Desk must assign the issue to the most appropriate PAT User. 3. The Help Desk will provide AC-PS with a copy of the Production Issue Log on a daily basis such that AC-PS is notified within 24 hours (i.e. next business day) of the BIR recognizing the production issue. 4. AC-PS will analyze the issue raised, and either assign a SIR if an error, or indicate that an enhancement is required, or respond directly with a comment/explanation of the non-system action(s) to be taken, and update the Help Desk accordingly. Enhancements will be dealt with separately. 5. Where an error SIR has been raised AC-PS will fix, test and migrate (to Staging) the necessary programs. 6. The ASM team will conduct tests in Staging to confirm that the error SIR has been implemented correctly, and inform AC-PS accordingly. 7. ASM will notify the BIR ISOS staff via a Migration Request that the corrected programs are in Staging ready for migration to Production. 8. The BIR ISOS staff will migrate the programs from Staging to Production as requested (on a twice weekly basis). 9. AC-PS will notify the Help Desk that the error SIR cross referenced to the appropriate issue (log) has been actioned and that the fix is in Production. 10. The Help Desk will advise the assigned PAT user that the issue has been rectified ready for his/her confirmation in Pilot. 11. The assigned PAT user will then confirm via testing that the issue has been corrected, and will inform the Help Desk of the success or otherwise. 12. The Help Desk upon notification by the PAT User will update the Production Issues Log by changing the SIR status to Closed, or by notifying AC-PS that the SIR remains Open. 13. If the SIR remains Open, steps 3-12 are repeated until the SIR is Closed. At Pilot End 14. The Help Desk will provide a list of all Production Issues/SIRs to the Project Director and AC-PS as at the end of the Pilot period. 15. AC-PS will consolidate these issues with the Pilot Acceptance Issues Log and provide a copy of the consolidated list to the Project Director. 16. No further production issues will be added to the Pilot Acceptance Issues Log, beyond the last day of the Pilot, except where: 16.1. The implementation of a SIR creates further errors, or 16.2. A Blocker error prevents conduct of the Pilot, in which case a period of fifteen (15) calendar days from the date of the Blocker fix being migrated to Production will be provided. 17. AC-PS will drive steps 3-12 to resolve all items within the consolidated Pilot Acceptance Issues Log. 18. The Project Director will be updated periodically as the SIRs are closed following testing/confirmation by the assigned PAT user(s). Pilot Acceptance/Rejection 19. The designated parties responsible for advising on functional and/or technical acceptance will complete and provide to the Project Director a signed Product Acceptance/Rejection Advice Notice when all major SIRs relating to an application are closed. 20. The designees should only use the correct Product Acceptance Advise forms. Any points to which the sign-of is conditional should be provided in summary form on a Condition List that is to be attached to the Product Acceptance Advice Notice. The Condition List should be cross-referenced to the Pilot Acceptance Issues Log where further detailed comments/information relating to each condition will be provided. 21. The Project Director will inform AC-PS of the Pilot acceptance or otherwise via a Product Acceptance/Rejection Certificate upon receipt of Product Acceptance/Rejection Advice Notices from all assigned designees for the Pilot Acceptance of that application (and subject to the other acceptance criteria specified in Sections 2 and 3, being satisfied). 22. By application, if no major outstanding points exist then acceptance must be provided. 23. The following cannot hold up acceptance and payment of the Pilot: 23.1. BIR failure to create a transaction to demonstrate RDC communication within the timeframe. 23.2. Data errors not caused by the ITS, excluding failure of the ITS to validate as per functional specifications. 23.3. Business transactions that do not naturally occur within the timeframe of the Pilot. 23.4. Operational errors not due to the ITS. 23.5. Transactions correctly identified by the system as exception transactions. 23.6. Willful and/or malicious misuse, non-use or dislike of the system by end users. 23.7. Low volume of transactions processed by ITS due to: low number of registered taxpayers level of BIR resources and the skills of these resources the BIR organization and its procedures and other such non-ITS related reasons. 23.8. Non-compliance by external parties with mutually agreed ITS procedures. External parties include affiliated banks and collection agencies, the Bureau of Treasury, other government entities. 23.9. Errors of a minor nature. 23.10. Errors caused as a result of enhancement or maintenance work. 24. After AC-PS has reported that an error is fixed, the BIR has two (2) work days from the natural occurrence of that transaction to disagree provided that it occurs during the Pilot Operations. Where the natural occurrence of the transaction occurs after the end of the Pilot the transaction shall be tested by the PAT users (with the assistance of ASM) in Staging. 25. Any enhancements to the tax application software and associated architecture, including documentation, performed after the start of the Pilot will not be subject to Pilot Acceptance. Pre-Production SIRs 26. Prior to Pilot the Expert Users should test the major Pre-Production SIRs as they are resolved by AC-PS, update the Discrepancy Log and SIR Log, and notify AC-PS accordingly (in particular if the issue/SIR remains Open). 27. AC-PS will provide to the Project Director a list of all Pre-Production SIRs as at the first day of the Pilot. 28. AC-PS will during Pilot, and as the outstanding major Pre-Production SIRs are resolved, inform ASM that these SIRs are ready for re-test in Staging. 29. ASM will test and update the Pre-Production SIR Log, and notify AC-PS accordingly (in particular if the SIR remains Open). 30. AC-PS will maintain independently one consolidated issues log that comprises both Pre-Production and Production SIRs. Line Management Reporting 31. To monitor progress, and ensure that acceptance objectives are achieved, Pilot status will be reported by BIR at Project Line Management and MAC meetings. 32. During the Project Line Management meetings the number of verified conditions, unverified conditions and conditions failing verification will be reported. 33. Disagreements of any nature relating to Pilot Acceptance will be resolved via the arbitration process, and discussion at the weekly Project Line Management meeting. 5. Sign-Off Responsibility The CIR, or designee, has sign-off responsibility for each application system. ATTACHMENT A Pilot Operations Acceptance Checklist ATTACHMENT B Stress and Performance Tests The Stress and Performance Test deliverable will comprise the items listed in the table of contents of the December systems Stress and Performance Test Plan, that has been agreed with the BIR. The December systems Stress and Performance Test Plan includes the additional stress and performance testing of the July systems that has been requested by the BIR. The Stress and Performance Test deliverable documented in the Pilot Sign-off Framework and Criteria: July Systems Phase 1 has been accepted conditionally-dependent upon the completion of the additional July system stress and performance tests that have been included in the December systems Stress and Performance Test. ATTACHMENT C Further AC-PS will provide at Pilot Acceptance, bindered hardcopies (unless otherwise specified) of the updated version of following documents from the Functional Specification Technical Specification and Programming phases. Where the document are in the Agreed Maintained Documentation List, the hardcopies of these will be provided from the Source indicated. 1. Functional Specifications Report 1.1 Systems Overview 1.2 Input Forms 1.2.1 Inventory of Forms 1.2.2 Form Layout 1.3 Screens 1.3.1 Introduction Screens 1.3.2 Menu Hierarchy 1.3.3 Inventory of Conversations 1.3.4 Conversation Flow 1.3.5 Screen Layout 1.4 Reports 1.4.1 Inventory of Reports 1.4.2 Report Layout 2. Technical Specifications Report 2.1 Introduction 2.2 Logical database Design 2.2.1 Entity relationship Diagram 2.2.2 List of Entities and their Attributes 2.3 Physical Database Design 2.3.1 Inventory of Tables 2.3.2 Table Definitions 2.3.3 View Definitions 2.4 Inventory of Programs 2.5 Online Programs 2.5.1 Introduction 2.5.2 Overall Flow 2.5.3 Cross Reference to Functional Specifications 2.5.4 Inventory of Online Programs 2.5.5 Module Definitions Module Data Summaries Structure Chart (optional - if MD's updated) CAR Diagram (optional - if MD's updated) 2.6 Batch Programs 2.6.1 Introduction 2.6.2 Overall Flow 2.6.3 Cross Reference to Functional Specifications 2.6.4 Inventory of Online Programs 2.6.5 Module Definitions Module Data Summaries Structure Chart (optional - if MD's updated) CAR Diagram (optional - if MD's updated) 2.7 Report Programs 2.7.1 Introduction 2.7.2 Overall Flow 2.7.3 Cross Reference to Functional Specifications 2.7.4 Inventory of Online Programs 2.7.5 Module Definitions Module Data Summaries Structure Chart (optional - if MD's updated) CAR Diagram (optional - if MD's updated) 2.8 Values of Codes Table 3. Programming 3.1 Source Code (on tape) 3.2 Module Version Matrix 4. File Directory (indicating where the above FSR and TSR does are found) ATTACHMENT D Pilot Systems For the purpose of this framework the application systems covered by this Pilot Acceptance framework are: Audit Excise Tax Reconciliation (ETR) Tax Credits & Refunds (TCR) ATTACHMENT E Acceptance Timeframe The Pilot Test and Pilot Organization periods are provided in the attached CN 163. The Acceptance timeframe will not extend beyond the end of the Pilot. Philippine Tax Computerization Project Change Notice (CN) Full Details of Change Group A December Systems include TCR, ETR and Audit. Group A December Systems are scheduled to be installed at the NO and Manila RDC on December 1, 1996. There follows a three month pilot, consisting of a 1-month Pilot Test Phase and a 2 month Pilot Operations phase. The Pilot will not start on January 6, 1997. The Pilot Test will conclude on January 31, 1996. Pilot Operations will start on February 1, 1996. Pilot Operations will conclude on February 28, 1996 for ETR. Pilot Operations will conclude on March 15, 1996 for TCR and Audit. Reason for Change 1. The Bureau would like more time to prepare for the Pilot. 2. During December data volumes are expected to be low and staff attendance traditionally runs down as the holiday season approaches. Additional Cost/Saving Cost Waives. ATTACHMENT 7 Certificate of TRU Readiness