CIS009 Project Brief - 3v0
Document Sign-off
| Name | Role | Date signed off | ||
|---|---|---|---|---|
| Tony Weir | Project Sponsor | 8/9 | ||
| Maurice Franceschi | Project Manager | 8/9 | ||
| CIS009 Project Board | 8/9 | |||
| CIS009 Project Team | 5/9 |
Background
The University data network is a key infrastructure component supporting the delivery of teaching, learning, research and business operation for the University’s staff and 37,800 full and part time students.
Under investment over the past ten years has resulted in failure to keep pace with necessary technology refresh, therefore creating a large amount of technical debt.
The University, like all other Universities, faces the challenge of the network being increasingly relied on for more services being accessed through more devices. Teaching, learning and research services all fundamentally rely on the network for the creation, distribution and access of content and material. In addition, the network is also a key foundation for operational services.
This project will procure a supplier to deliver the hardware, replace the current network and provide support for deployed network.
Scope
The high level scope of the procurement is as follows:
- Core Network
- Distribution
- Edge Network
- Wireless Network
- Internal and Wireless Firewall
- Management & Monitoring Tools
- Deployment
- Support & Maintenance (Opex)
Note that the Procurement Strategy Document provides a comprehensive overview of the project.
Out of Scope
Perimeter Firewall
Datacentres
Objectives and Deliverables and Success Criteria
Description of the Objective |
||
| Description of the Deliverables needed to achieve the objective | ||
Objective 1 |
Procure a supplier to deliver the hardware, replace the current network and provide support by Q4 2018 | Success Criteria |
| Deliverable D1.1 | Agreed Plan for Procurement using Competitive Dialogue | Sign-off by Project Board |
|
Deliverable D1.2 |
Execution of the Plan to stated dates | Minimal deviation from stated milestones |
| Deliverable D1.3 | Suppliers awarded the contract and T&C's agreed by Q4 2018 | Sign-off by Project Board |
Objective 2 |
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| Deliverable D2.1 | ||
| Deliverable D2.2 | ||
Objective 3 |
||
|
Deliverable D3.1 |
||
| Deliverable D3.2 | ||
Objective 4 |
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| Deliverable D4.1 | ||
Objective 5 |
||
| Deliverable D5.1 | ||
| Deliverable D5.2 |
This table can be used through Business and Technical Analysis, Design, Build, and Testing/UAT as a Traceability Matrix to ensure the project brief project objectives and deliverables are followed through.
Requirements
| Requirement | User / Owner | MoSCoW | Associated Objective/Deliverable (Ox/Dx.x) |
|
A range of suppliers/manufacturers offering distinct solutions to participate in the procurement
|
Should | O1/D.1 | |
|
A gradual refinement of our understanding of what is possible via Competitive Dialogue
|
Must | O1/D.2 | |
|
A fully informed ITT
|
Must | O1/D.3 | |
|
A successful bid by a supplier which we can be recommended to the project board
|
Must | O1/D.3 | |
|
A final T&C
|
Must | O1/D.3 |
Benefits
A stable and secure data network which is resilient, performant, flexible, scalable and easily managed.
A foundation to support the University’s requirements for future expansion and new technology in learning & teaching and research. Delivering greater data capacity for more devices. Support for critical operational services such as telephony and building management.
Governance
Project Board
| Role | Name | Division / Group / Team / College / School and Title |
|---|---|---|
| Executive / Project Sponsor | Tony Weir | Director, IS IT Infrastructure Division |
| Senior User (may be the Executive) | ||
| Senior Supplier | Dave Graham | Communications Infrastructure Head of Section |
| Other board members | ||
| Gavin McLachlan | Chief Information Officer and Librarian to the University | |
| George Sked | Director of Procurement | |
| Alastair Fenemore | Chief Information Security Officer | |
| Lee Hamill | Deputy Director of Finance | |
| Callum Robertson | Estate Development Manager, Estates | |
| Calum Muir | Building Services Engineer, Estates | |
| Fraser Muir | CIO, CAHSS | |
| Alistair Scobie | Principal Computing Officer, CSE | |
| Paul Clark | Head of IT, CMVM | |
Tolerances
The Project Board will be immediately informed and asked for approval if
- the estimation for project budget increases by 10% or more ,
- delivery milestones slip by a month or more,
- if there is a major change in scope
Resources Skills and Cost
Budget
See Procurement Strategy Document.
Priority and Funding
This is a highest category priority project for ISG. Priority 1.
Funding in place.
Project Team
| Role | Name | Division / Group / Team / College / School and Title |
|---|---|---|
| Project Manager | Maurice Franceschi | ITI, ITI Portfolio Manager |
| Senior Supplier | David Graham | ITI, Section Head CIS |
| Technical Lead | Sam Wilson | ITI, Network Development & Support Officer |
| Security Technical Advisor | Kerry Milestone | ITI, Service manager (Network Specialist) |
| Authentication Technical Advisor | Graeme Wood | ITI, Section Head Enterprise |
| Business Analyst (Market Knowledge) | Simon Robinson, Nick Harrison | PTS Consultant |
| Procurement Advisor | Jennifer Paterson | Procurement Manager |
| Legal Advisor | Sabrina Jenquin | Solicitor |
| Subject Matter Experts | ||
| Security | Alistair Fenemore | CISO |
| Colleges | TBC | TBC |
| Sustainability and Community Benefits | Michelle Brown | Head of SRS Programmes |
| Consultancy on large scale network procurement | TBC | External advisor (university) / Consultant |
Quality of Project and Deliverables / Key Project Milestones
The project quality is assured by following the procurement and legal advice and guidance.
| Milestone | Sign-Off means | Date of Milestone | Who signs-off (Accountability) |
|
Start of Project |
Project can begin, is in line with Programme and Portfolio priority, has resource |
28/4/17 |
Sponsor, Programme Manager |
|
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. |
8/9/17 |
Project Board |
|
Issue ESPD |
European Single Procurement Document (ESPD) published |
14/9/17 |
|
|
Issue ITPD |
Invitation to Participate in Dialogue (ITPD) published |
30/10/17 |
|
|
Competitive Dialogue |
rounds of dialogue |
|
|
|
Issue ITT |
Invitation To Tender (ITT) / Call For Final Tenders (CFT) |
8/6/18 |
Project Board |
|
Award to Supplier |
Procurement has been conducted fairly and award made according to procurement and legal rules and advice |
16/8/2018 |
Project Board
|
|
Security QA |
Satisfies security |
part of procurement criteria |
Section Head |
|
EqIA |
If Appropriate n Equality Impact Assessment completed, validated by equality office and deposited on eqia website |
part of procurement criteria |
PM / Service Owner / Equality Officer |
|
PIA |
If Appropriate Privacy Impact Assessment |
part of procurement criteria |
PM / Service Owner / CISO |
|
Contract T&C agreed |
Deployment project can proceed |
26/10/18 |
Project Board |
|
Closure |
Project can close |
7/11/18 |
Sponsor, PM |
Assumptions
We assume that the budget will be sufficient to cover the procurement scope.
We assume that our appetite for risk is low although innovation and new technology will be welcome.
Constraints
The budget is fixed.
UoE Estate is not a greenfield site. Network must be able to deliver service to all existing locations during transition and to function alongside the existing network.
Risks
Due to the sensitivity of the information, this project will share its documentation, risks and issues on Sharepoint. The current risks are listed in the CIS010 Project Logs. The project website will only be used for high level milestones and project brief and high level project progress reports.
The project team members are few and committed to other projects and ongoing support work - so constraint on availability and also any unexpected absence could cause significant delay.
Issues
Due to the sensitivity of the information, this project will share its documentation, risks and issues on Sharepoint.
Previous Lessons Learned
Important that what is Out of Scope is understood and agreed at the project start - project board has this responsibility. Procurement and Legal will be bringing lessons learned from previous Competitive Dialogue to this project.
Dependencies
No current dependencies on other projects, but given the timeframe for the procurement, if any project implements changes to the network then this might inform the ongoing CD rounds and refinement of the eventual ITT.
Version Control
Project Documentation will adopt the following convention
- Documentation in development will be version 0.x or 1.x
- Documentation submitted for Approval will be version 2.x
- Documentation signed-off as complete will be version 3.0
- And changes to the document will be change managed and result in version 3.x
Communication
No communication plan as yet drawn up to engage with the wider community. The project board will be asked for advice and direction on the extent, timing and type of communication that is needed.
Run / Grow / Transform
This is a Growth project with potential to Transform.
Alignment with Strategic Vision
IS Strategic Vision the main elements of the vision that this projects contibutes to are highlighted in bold.
|
Student Experience |
Commentary |
| Student experience and the unique Edinburgh offer | X |
| Online and distance learning leaders | X |
| Library national and international leadership | X |
|
Research and Innovation |
|
| Research IT and Data Sciences | X |
| Innovation | X |
| Collaborative leadership and social responsibility | X |
|
Service Excellence |
|
| Process improvement, efficiency, quality and best practice | X |
| Long‐term IS strategic planning and linked professional services | X |
| Information Security | X |
University's Strategic Vision for 2025 the main elements of the vision that this projects contributes to are highlighted in bold.
| 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 | X |
| 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 | X |
| A strong culture of philanthropic support focussed especially on our students and on outstanding research capabilities. | X |
| 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 | X |
| Sustained world leading reputation for the breadth, depth and interdisciplinarity 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 |
X |
|
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 | the upgraded network will be an enabler for growth and transformation across the university |
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 | X |
| Standards and Technical Leadership | X |
| Staff Learning and Development | |
| Service Based Culture | |
| Equality and Diversity | |
| Partnerships and Philanthropy | X |
| Flexible Resourcing | X |
| Communication and Branding |
Service Excellence - Information and Security
Security will be an important element of the procurement assessment and award.
Service Excellence - Process Improvement, efficiency, quality and best practice (Social Responsibility and and Sustainability)
TBC
Digital Transformation
n/a
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 | |
| Working Together |
This project will require collaboration and communication across the university's communities.
|
| Standards and Technical Leadership | |
| Staff Learning and Development |
|
| Service Based Culture |
|
| Equality and Diversity |
Procurement criteria will seek to promote equality and diversity goals.
|
| Partnerships and Philanthropy |
Procurement criteria will seek to promote partnerships.
|
| Flexible Resourcing |
TBC
|
| Communication and Branding |
|
Project Sponsor – Project Responsibilities
The sign-off milestones are associated with specific responsibilities of the Sponsor role .
Start of project – Explicitly Included in the Initiation Milestones Sign-Off
- Negotiates and confirms funding for the project
- Ensures the project is in line with organisational strategy and priorities
- Chairs the project board, appoints its members and ensures they are effective
- Advises the project manager of protocols, political risks, issues and sensitivities
- Makes the project visible within the organisation
End of Planning – Explicitly Included in the Planning Milestone Sign-Off
- Works with the project manager to develop the Project Brief
- Ensures a realistic project plan is produced
- Sets tolerance levels for escalation to themselves and to the project board
- Ensures that project team have representation and engagement from users and suppliers
- Helps identify Stakeholders
- Approves Communication Plan
- Agrees on frequency of meetings with Project Manager
- Agrees of frequency of meetings with Project Team
- Agrees on milestones and who signs-off
Execution – ongoing
- Provides strategic direction and guidance to the project manager as directed by the Board
- Approves changes to plans, priorities, deliverables, schedule
- Encourages stakeholder involvement and maintains their ongoing commitment
- Chief risk taker
- Makes go/no-go decisions
- Communicates change in organisational structure, priorities, business benefits or funding
- Helps the project manager in conflict resolution
- Helps resolve inter project boundary issues
- Gains agreement among stakeholders when differences of opinion occur
- Assists the project by exerting organisational authority and the ability to influence
Delivery – Explicitly Included in the Delivery Sign-Off
- Ensures that Service is ready for change
Closure - Explicitly Included in the Closure Milestone Sign-Off
- Helps with publicity for the change delivered
- Ensure that benefits will be managed, measured and realised post-project
- Evaluates the project’s success upon completion
| Attachment | Size |
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 cis009_project_brief_3v0.pdf | 809.99 KB |