Access Control Door Infrastructure Upgrade - Procure and Install
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Project Brief - Phase 2 - Install

Document Sign-off

 

Name

Role

Date signed off

Dave Graham

Project Sponsor

  

Dave Graham

Service Owner

 

Jon March

Project Manager

  

Maurice Franceschi

Programme Manager

  

Alan Sloan

Senior Supplier, UoE ITI Service

 

Derrel Beasley

Senior Supplier, CCURE System + Services

 

James Broomfield

Senior User, UoE Security Service

 

TBA

Service Owner, UoE Cards Service

 

TBA

Consultant, UoE Information Security

 

Karen Darling

Consultant, UoE Health and Safety

 

 

Background

The Access Control Doors service’s central infrastructure has hosted the CCURE 800 application for 15 years.

 

The physical host machines are at the end of their operating life.  The application needs to be upgraded to enable more capable controller equipment to be deployed and to enable the service to be managed more effectively. 

 

The service is to be secured and modernised.

 

A procurement was undertaken in latter part of the 2016-17 UoE financial year resulting in Evolution (Electronic Security Systems) Ltd being selected to upgrade the service to CCURE 9000.

 

This project will:

  • Build virtual servers to host the new application and database
  • Commission a CCURE 9000 application
  • Migrate data from the old to the new schema database
  • Decommission the existing CCURE 800 application and associated physical servers
  • Produce and test a technical recovery plan

 

This project should:

  • Replace and/or upgrade controller equipment
  • Migrate controller configuration from multiple controller events to individual controller events
  • Migrate card holder configuration from clearances granted to an individual to clearances granted to a group or in association with group policy
  • Improve service support arrangements

 

This project may:

  • Produce and test a data management plan which addresses archiving and deletion
  • Produce an extended a data management plan covering personal data retrieval and deletion

 

Scope

Provision of the Access Control Doors service, including:

  • Technical: Servers (hosts), controllers and applications
  • Service: service support and service delivery
  • User: user experience for login users

 

Out of Scope

Provision of the Access Control Doors service, excluding:

  • Changes to the service's billing arrangements
  • Management of group membership, i.e. the decision to add or remove a person from a group in other (not Access Control Doors) services, e.g. in AD or IDM.
  • Implement rolling refresh program for batteries.

 

Objectives and Deliverables and Success Criteria

The overarching objective is improve the Access Control Doors service (this service includes alarms).

 

Unless otherwise indicated, the deliverables are a success when accepted when accepted by the Project Manager, Project Sponsor and the Service Owner.

 

Notes:

  • “disconnected mode” means when controller equipment is unable to communicate with the central application service
  • “card holder” service user means anyone with a UoE access card, who uses the “access service”
  • “login user” means anyone that may access the application service user interface including security staff, building managers and door managers
  • “support user” means ISG service support staff
  • “service user” includes all card holders, login users and support users
  • “3rd party stakeholder” means anyone that may interact indirectly with the “access service”, e.g. the Scottish Fire and Rescue Service (SFRS)
  • “clearance” means a permission that allows (or denies) a card holder to open a door

 

 

Description of the Objective

Success Criteria

Objective 1

Improve application service and central infrastructure

 

   Deliverable D1.1

New application and database servers

 * Is a modern, best practise configuration.

   Deliverable D1.2

Commissioned CCURE9000 application service

 * Data is migrated.

 * CCURE 9000 application service is live.

 * CCURE 800 application service is redundant.

 * Disruption to service users has been minimised.

   Deliverable D1.3

Changed extension UI Web application service

 * Extension UI web app is changed.

   Deliverable D1.4

Changed integration to other services

 * Integration(s) are changed.

   Deliverable D1.5

Decommissioned CCURE800 application service

 * CCURE 800 application service is ended.

Objective 2

Improve alarm and access controller equipment (distributed infrastructure)

 

   Deliverable D2.1

Controller replacement

 * All controllers can store own configuration data to enable operation in disconnected mode.

   Deliverable D2.2

Controller upgrade

 * All controllers can store own configuration data to enable operation in disconnected mode.

Objective 3

Ensure technical solution is resilient

 

   Deliverable D3.1

Controller reconfiguration, individual controller events

 

   Deliverable D3.2

Controller reconfiguration, multiple controller events

 

   Deliverable D3.3

Tested access control (controller reconfiguration )

Demonstrate that:

 * Controllers provide a normal access service to card holders in a connected mode.

 * Controllers provide a normal access service to card holders in a disconnected mode.

 * Controllers provide a full alarm service for service users and 3rd party stakeholders in a connected mode.

 * Controllers provide an effective alarm service for service users and 3rd party stakeholders in a disconnected mode.

   Deliverable D3.4

Tested technical recovery plan

 * A contingency service (i.e. application and database servers) is instated on alternative infrastructure within NNN hours/days of a service failure.

Demonstrate that:

 * the application service is accessible to support and login users

 * controller operation is normal in disconnected mode

 * controllers can communicate with the alternative service

 * controller operation is normal in connected mode

 * controllers can be reconfigured

 * the application service can be re-instated on live infrastructure.

   Deliverable D3.5

Tested other significant failure modes

TBD.

Objective 4

Ensure operational management is resilient

 

   Deliverable D4.1

Improved service support arrangements

 * Service can be operated, i.e. supported and recovered by support users who are not in the project development team.

Objective 5

Minimise quantity of data generated and stored

 

   Deliverable D5.1

Data Management policy

 * An appropriate DM policy is defined.

   Deliverable D5.2

Tested archiving and deletion

Demonstrate effectiveness of function to:

 * minimise quantity of data generated and stored in day to day operation

 * archive operational data

 * reduce archived data over time

Objective 6

Ensure personal data is managed

 

   Deliverable D6.1

Data Management (DM) policy covers personal data (PD)

 * An appropriate DM policy is defined covering personal data.

   Deliverable D6.2

Tested personal data retrieval

Demonstrate that:

 * PD can be retrieved from operational data

 * PD can be retrieved from archived date

   Deliverable D6.3

Tested personal data deletion

Demonstrate that:

 * PD is deleted from operational data

 * PD is deleted from archived date

Objective 7

Apply group policy to manage clearances

 

   Deliverable D7.1

Clearance configuration, card holder groups

 

   Deliverable D7.2

Clearance de-configuration, individual card holders

 

   Deliverable D7.3

Tested access control (group policy applied)

Demonstrate that:

 * Controllers provide a normal access service to card holders in a connected or in disconnected mode.

 

 

Requirements

Requirements are aligned with objectives and deliverables, and the opportunity to realise the benefits.

 

 

MoSCoW

Set By

Requirement 1

Reduce technical risk to the service

M

 

Requirement 1.1

Running within a supported version of application software

M

 

Requirement 1.2

Able to install current hardware, e.g. controllers, door readers

M

 

Requirement 2

Reduce operational risk to the service.

M

 

Requirement 3

Introduce data management that satisfies the prevailing legal framework.

C

 

Requirement 4

Reduce effort associated with managing card holder clearances

C

 

 

Benefits

The project is to deliver service improvements as so is to realise the following benefits:

  1. Reduced technical and operational risk associated with the Access Control Doors service.
  2. Improved management of personal data stored in the Access Control Doors service in preparation for General Data Protection Regulation [GDPR], which applies in the UK from 25 May 2018.
  3. Reduce the business service effort when card holders join or leave UoE, or change their role with UoE.
  4. Improved reporting.
  5. Reduced operating costs through procurement framework/agreement.

 

Governance

Portfolio Governance

Role

Name

Division / Group / Team / College / School and Title

Project Sponsor

Dave Graham

ISG/ITI/CIS, Section Manager

Programme Owner

Tony Weir

ISG/ITI, Director of ITI

Programme Manager

Maurice Franceschi

ISG/ITI, Programme Manager

Portfolio Owner

Dave Graham

ISG/ITI/CIS, Section Manager

Portfolio Manager

Maurice Franceschi

ISG/ITI, Programme Manager

Service Owner

Dave Graham

ISG/ITI/CIS, Section Manager

 

Project Board / Consultation Group

Role

Name

Division / Group / Team / College / School and Title

Project Sponsor

Dave Graham

ISG/ITI/CIS, Section Manager

Service Owner

Dave Graham

ISG/ITI/CIS, Section Manager

Project Manager

Jon March

ISG/ITI, Project Manager

Senior Supplier

Alan Sloan

ISG/ITI/CIS, Team Leader

Solution Architect

Alan Sloan

ISG/ITI/CIS, Team Leader

Senior Supplier

Derrel Beasley

Evolution, Technical Director

Solution Architect

Derrel Beasley

Evolution, Technical Director

Senior User

James Broomfield

CSG/EST/SEC, Security Manager

Senior User

Barry Croucher or

Alistair Mayze or

Mark Skinner

ISG/USD/HELP/

ISG/USD/HELP/CARD

ISG/USD/HELP/CARD

Information Security Consultant

Alistair Fenemore or

David McClelland

ISG/ISO, Chief Information Security Officer

ISG/ISO, Senior Information Security Consultant

Health and Safety Consultant

Karen Darling

CSG/H&S

Senior User

TBA

CAHSS, Building Manager

Senior User

TBA

MVM, Building Manager

Senior User

TBA

CSE, Building Manager

Senior User

TBA

CSG, Building Manager

Senior User

TBA

USG, Building Manager

 

There are few if any “high level” decisions for a project board to make. 

 

The application software is an upgrade of the existing software.  The ICT hosting infrastructure design decision is for ISG/ITI.

 

There is more likely to be detailed consideration of:

  • the requirement
  • the impact of changes to controller event configuration
  • the impact of changes to clearance configuration. 

These can be effectively considered individually or as a sub-group as required.

 

The approval of this brief and the project’s outcome can be done email.

 

In exceptional circumstances, the named Consultation Group should meet as a Project Board to discuss any disagreement of resolve issues as those may arise.

 

Note:

The Project Board / Consultation Group are required to:

  • Support the project through consultation with the Project Manager and Project Team
  • Convene as a Project Board by exception should that be necessary.

 

Tolerances

None.

 

Resources Skills and Cost

See project team.

 

Budget

College / School resources             - minimal (awareness with each building switch over)

ITI                                                             - 100 days

User Services                                       - expected to be 0 days

Project Services                                  - 56 days

 

Priority and Funding

Priority       - 1 (Top)

Funding      - £200,000 capital funding for equipment and associated professional services.

 

Project Team

Role

Name

Division / Group / Team / College / School and Title

Project Manager

Jon March

ISG/ITI, Project Manager

Senior Supplier

Alan Sloan

ISG/ITI/CIS, Team Leader

Solution Architect

Alan Sloan

ISG/ITI/CIS, Team Leader

Senior Supplier

Derrel Beasley

Evolution, Technical Director

Supplier Solution Architect

Derrel Beasley

Evolution, Technical Director

Supplier Project Manager

William Leckenby

Evolution, Project Manager

Supplier Technical Delivery

James O'Donnell

Evolution

Senior User

James Bloomfield

CSG/EST/SEC, Security Manager

Acceptance Testing

James Bloomfield

CSG/EST/SEC, Security Manager

Acceptance Testing

Keith Thompson

CSG/EST, Computing Officer

Senior User

Barry Croucher or

Alistair Mayze or

Mark Skinner

ISG/USD/HELP/

ISG/USD/HELP/CARD

Acceptance Testing

Barry Croucher or

Alistair Mayze or

Mark Skinner

ISG/USD/HELP/

ISG/USD/HELP/CARD

Acceptance Testing

TBA

Building Manager

Acceptance Testing

TBA

Building Manager

Acceptance Testing

TBA

Building Manager

Technical Delivery

Daren Canes

ISG/ITI/CIS

Technical Delivery

Phillip Church

ISG/ITI/CIS

Technical Delivery

David Anderson

ISG/ITI/CIS

Solution Design

Mark McIntosh

ISG/ITI/CIS

Server Build

TBA

ISG/ITI/ENT

DB Build

TBA

ISG/APPS/DEV/DEVTECH

Failover testing

TBA

ISG/APPS/DEV/DEVTECH

DB support

TBA

ISG/APPS/PRODMAN

Failover testing support

TBA

ISG/APPS/PRODMAN

 

Quality of Project and Deliverables / Key Project Milestones

 

Milestones likely to be :-

Milestone

Sign-Off means

Date of Milestone

Who signs-off (Accountability)

 

 

 

 

End of Planning

Project Brief, Plan, Estimated Budget, Risks, Communication Plan - all approved. Project has resource approved by section head for the estimated effort. Project has funding for effort for other costs.

 * Technical Survey Report produced (Evolution)

* As-Is Technical Architecture Doc produced (UoE)

* To-Be Technical Architecture Doc produced (UoE)

* Gap Analysis Doc produced re Extension UI web app and Integration(s) to other systems (UoE)

29/09/2017

Sponsor, PM, Programme Manager, Which other key stakeholders???

Server + App Server setup

CCURE9000 application installed

1st data migration

1 test controller connected and functional

13/10/2017

 

Remediation

Advice on best practise configuration (Evolution)

  + Clearance and event setup

  + Appropriate data generation and archiving

App data pre-migration issues resolved

Data reduction (cleaning, archiving)

Controller pre-migration upgrades/replacements

27/10/2017

 

Testing

Controller(s) load test events + clearances

Disconnected mode, other failure modes

Full data migration, no significant errors

Integrated with web application

10/11/2017

 

Parallel running + Pilot migration

Full export

Clean data

Full import

Building 1 switch over control from old to new application service

Building 2 switch over

Building 3 switch over

Test failure modes

Revised estimate to complete migration

01/12/2017

 

Training

Support user + technical documentation

Login user documentation

Operator training (16)

01/12/2017

 

Restore / Continuity Test

Full service available to support and login users

No impact / normal service to card holder users

15/12/2017

 

Delivery

Change to Service can proceed

26/01/2018

Sponsor, PM

Parallel running + Rolling migration

Building 4 to N switch over

26/01/2018

 

Delivery 2

Change to Service can proceed

26/01/2018

Sponsor, PM

Decommissioning

CCURE800 application serviced ended

23/02/2018

 

Configuration changes

Best practise configuration

  + Clearance and event setup

  + Appropriate data generation and archiving

 

May do as part of migration

Or transfer to service as longer term improvement activity

Data Management

DM policy covering archiving and deletion

DM policy covering personal data

Test DM actions

As above

As above

Apply group policy

 + Clearances (associated with many card holder users) exist to represent groups implemented in other services

 + card hold users association with such groups are added/deleted automatically, i.e. without support user actions

As above

As above

Handover to Support

Service is supported without assistance from the project team

 

Service Owner, Service Operations Manager

Closure

Project can close

28 Jul

Sponsor, PM

 

 

Risks, Issues, Assumptions, Dependencies

The RAID register for this project is restricted.

The RAID register is held here.

Please contact the Project Manager for access to the RAID.

 

Constraints

None.

 

Previous Lessons Learned

None.

 

Communication

Primarily within the project team and alert to individual building managers as each building is migrated to the new application infrastructure.

 

Run / Grow / Transform

Run: improves the existing Access Control Doors service.

 

Alignment with Strategic Vision  

The elements of the IS Strategic Vision that this projects contributes have a commentary.

Student Experience

Commentary

Student experience and the unique Edinburgh offer

No impact

Online and distance learning leaders

 

Library national and international leadership

 
 

 

Research and Innovation

 

Research IT and Data Sciences

 

Innovation

 

Collaborative leadership  and social responsibility

 
 

 

Service Excellence

 

Process improvement, efficiency, quality and best practice

Reduces effort when card holders join/leave UoE

Long‐term IS strategic planning and linked professional services

 

Information Security

Improves compliance with GDPR

 

University's Strategic Vision for 2025 the main elements of the vision that this projects contributes have a commentary.

Vision Themes

Commentary

A unique Edinburgh offer for all of our students

  

• all of our undergraduates developed as student/ researchers with clear, supported pathways through to Masters and PhD

  

• all our students offered the opportunity to draw from deep expertise outside their core discipline

  

• a highly satisfied student body with a strong sense of community.

  

 

 

Strong and vibrant communities within and beyond the University – making the most of our unique offer of world-leading thinking and learning within one of the world’s most attractive cities

  
   

A larger, more international staff who feel valued and supported in a University that is a great and collegial place to work, develop and progress

  
   

More postgraduate students – underpinned by the best support in the sector to ensure we attract the brightest and best regardless of ability to pay

  
   

A strong culture of philanthropic support focussed especially on our students and on outstanding research capabilities.

  
   

Many more students benefiting from the Edinburgh experience (largely or entirely) in their own country – supported by deep international partnerships and world- leading online distance learning

  
   

Sustained world leading reputation for the breadth, depth and interdisciplinary of our research supported by strong growth in research funding and strong international partnerships – drawing from well-established and less well developed sources

  
   

An estate that matches expectations, responds flexibly to changing student and staff needs, and showcases the University

Reduces time for necessary administration when card holders join UoE
   

A deeper and earlier collaboration with industry, the public sector and the third sector – in terms of research; knowledge exchange; and in giving our students the best possible set of skills for their future

  
   

 

Digital Transformation

Commentary

Describe how the changes this project delivers will contribute to the digital transformation of the Service

 

 

IS Change Programme - How will this project's Deliverables and Benefits promote the Themes  

IS Change Programme Theme

How the project deliverables and benefits contribute to change

Project Management

 

Working Together

 

Standards and Technical Leadership

  

Staff Learning and Development

  

Service Based Culture

  

Equality and Diversity

  

Partnerships and Philanthropy

  

Flexible Resourcing

  

Communication and Branding

  

(Not required – is a Run project)

 

Service Excellence - Information and Security

TBD.

 

Service Excellence - Process Improvement, efficiency, quality and best practice (Social Responsibility and Sustainability)

TBD.

 

Digital Transformation

TBD.

 

IS Change Programme - How will the execution of this project promote the Themes

IS Change Programme Theme

How the project process will contribute to change

Project Management

TBD.

Working Together

TBD.

Standards and Technical Leadership

 

Staff Learning and Development

 

Service Based Culture

 

Equality and Diversity

 

Partnerships and Philanthropy

 

Flexible Resourcing

 

Communication and Branding

 

 

Project Sponsor – Project Responsibilities

The sign-off milestones are associated with specific responsibilities of the Sponsor role.

 

DONE = done already

(NR) = not required (will be delete from next draft)

? = discuss

(SP) = to be done by Sponsor

(PB) = project board to do

(PM) = project manager to do

(PT) = project team to do

 

Who is responsible for …?

 

Start of project – Explicitly Included in the Initiation Milestones Sign-Off

  1. XXX Negotiates and confirms funding for the project
  2. XXX Ensures the project is in line with organisational strategy and priorities
  3. XXX Chairs the project board, appoints its members and ensures they are effective
  4. XXX Advises the project manager of protocols, political risks, issues and sensitivities
  5. XXX Makes the project visible within the organisation  

 

End of Planning – Explicitly Included in the Planning Milestone Sign-Off

  1. XXX Works with the project manager to develop the Project Brief
  2. XXX Ensures a realistic project plan is produced
  3. XXX Sets tolerance levels for escalation to themselves and to the project board
  4. XXX Ensures that project team have representation and engagement from users and suppliers
  5. XXX Helps identify Stakeholders
  6. XXX Approves Communication Plan
  7. XXX Agrees on frequency of meetings with Project Manager
  8. XXX Agrees of frequency of meetings with Project Team
  9. XXX Agrees on milestones and who signs-off

 

Development / Execution – ongoing

  1. XXX Provides strategic direction and guidance to the project manager as directed by the Board
  2. XXX Approves changes to plans, priorities, deliverables, schedule
  3. XXX Encourages stakeholder involvement and maintains their ongoing commitment
  4. XXX Chief risk taker
  5. XXX Makes go/no-go decisions
  6. XXX Communicates change in organisational structure, priorities, business benefits or funding
  7. XXX Helps the project manager in conflict resolution
  8. XXX Helps resolve inter project boundary issues
  9. XXX Gains agreement among stakeholders when differences of opinion occur
  10. XXX Assists the project by exerting organisational authority and the ability to influence

 

Delivery – Explicitly Included in the Delivery Sign-Off

  1. XXX (Svc Owner) Ensures that Service is ready for change

 

Closure - Explicitly Included in the Closure Milestone Sign-Off

  1. XXX Helps with publicity for the change delivered
  2. XXX (or Svc Owner) Ensure that benefits will be managed, measured and realised post-project
  3. XXX (PM) or (Svc Owner) Evaluates the project’s success upon completion

 

 

 

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