Impact
Cost Benefit Analysis
Five Year Costs
Tangible Costs Summary | ||||
5 Year Summary | IT Services i.e. IS staff, hardware, software and services | Support Group Staff Costs | College Staff Costs | Total |
Costs | £ 68,750 | £2,750** | £16,500* | £85,250 |
*Based on 60 days effort from OLL to support the Agile development and testing on the assumption of a day rate of £275.
**Based on 10 days analysis input from SACS at a day rate of £275. There is potential for IS Apps days to transfer to Student Systems Partnership (SSP) should development of EUCLID by required or prioritised.
Intangible Costs | |
Cost | Assumptions |
Adoption costs, the replacement of the administration platform will require training and engagement from OLL overall. | This time will not be chargeable to the project and adoption costs will be included in the existing headcount within OLL. |
Procurement Costs and Approach
No procurement is required for this project.
Funding
This proect is Sponsor-Funded.
Five Year Benefits
Tangible Benefits Summary | ||||
5 Year Summary | IT Services | Support Groups | Colleges (including Students) | Total |
Benefits | £0 | £0 | £5,000,000 to £10,000,000 | £5,000,000 to £10,000,000 |
Tangible Benefits | |
Benefit | Assumptions |
Continuation of OLL | The primary reason for the project is that the current business processes are at risk of failure should the current administration platform suffer an unrecoverable failure. OLL - Continuing Education courses render the university £1-2 million per annum |
Intangible Benefits | |
Benefit | Assumptions |
Better alignment between current business processes and administration platform function. | The bespoke development will be based on the current business processes, delivering smoother transition between manual and automated processes. |
Enhanced features will be rolled out to end users, such as improvements to search functions, increase reporting capabilities and greater granularity of information available for users. | Sufficient budget will be available following the replacement of the administration platform to allow for enhanced features to be developed and deployed. |
Opens up the oppertunity for future enhancements. | The existing OLLIE system is static and cannot be further developed. Having an IS Applications support application with a sufficient understanding of the platform residing in IS Applications will allow future developments without the need to re-write the entire platform. |
Replace current manual process | OLL will have the opportunity to review their current processes and lifecycle and thereby remove any redundant processes and include any manual processes in the development |
Improved User Experience | A new and updated system which has used Agile methodology and User stories will improve the look and feel of the system |
Impact
Service or Project | Description of Impact or Dependency | Project/Service Manager Aware (Y/N) |
| Transition to a new platform must not disrupt the services offered by OLL | Determination of the natural breaks in the OLL lifecycle, when it would be best to transition to a new platform and what migration would be required (e.g. any students still studying would be migrated in a fashion that allows their study to continue uninterrupted) | Y |
| Upstream and downstream systems integration (EUCLID, HR and Finance) | OLL have a business need to interact with multiple University systems. As such potential benefits to OLL could include making changes to how these systems present or consume data from the replacement administration platform. In some instances this could result in a change being required to the source system. | SACS - Yes HR - No Finance - No |