Impact
Priority and Funding
This is proposed as a High priority project, funded as part of the EDW programme, within the Digital Transformation initiative. This Project was originally kicked off in 17/18 and has suffered from a few delays due to recruiting external resource, therefore there has been some previous spend in 17/18. A summary of those figures as well as the initial estimates for delivery are as follows:
Spend to date
IS Internal Resource (17/18): 18 days (£5,760)
External Spend (17/18): £10,670
Total spend 17/18: £16,430
Initial Estimates
IS Internal Resource (18/19): 71.5 days (£25,025)
External spend (18/19): £19K
Total: £44,025
Total Costings
IS Internal Resource: 89.5 days (£30,785)
External spend: £29,670
Total: £60,455
Impact and Dependencies
This project need to deliver in order for the programme to reach the ‘Enterprise Ready’ milestone.
Project Risks
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Risk Description |
Impact - Code and Description |
Probability - Code and Description) |
Risk Owner |
Risk Management Approach |
Mitigation Actions |
Contingency Actions |
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There is a risk that IS staff will not be available or able to be committed to the project in the timescales required for implementation (by end August). |
Moderate |
Medium |
Iain Fiddes |
Retain |
Ensure stakeholders & RMs bought into delivery plan. Propose project as higher or highest priority to ensure resource focus. |
Ensure supplier able to take on wider implementation tasks. |
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There is a risk that project staff will leave the University or be redeployed to other projects in the course of the execution of this project. |
Moderate |
Medium |
Iain Fiddes |
Retain |
Ensure stakeholders & RMs & line managers bought into delivery plan. |
Ensure deputy resource identified and structured handover plans agreed. |
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There is a risk that UoE staff will not be able to provide sufficiently detailed information to Datalytix team to enable sizing and configuration of the proposed environments to be delivered. |
Moderate |
Low |
Iain Fiddes |
Reduce |
Involvement of all internal parties in initial workshops. |
Reliance on supplier expertise and guidance. |
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There is a risk that the Development team’s development, test and deployment processes are not defined in a way that enables the system to be configured and used in a way that maximises benefit. |
Moderate |
Low |
Iain Fiddes |
Reduce |
Involvement of all internal parties in initial workshops. |
Reliance on supplier expertise and guidance. |
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There is a risk that the provision identified within the DTI/EDW Programme budget for this project will be insufficient for delivery once detailed planning has been undertaken. |
Moderate |
Medium |
Chris Lawford |
Reduce |
Identify means of provisioning sufficient resource in 2018/19. |
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There is a risk that the timelines for delivery will not be met, either through materialisation of budget or staffing risks, or through technical issues. |
Moderate |
Medium |
Alex Carter |
Reduce |
Address risks above. |
Continue to use free-to-download Talend product in interim. |
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Assumption: Planning of project is based upon the the hybrid cloud architecture model. If another architecture is chosen this will have an impact on the project plan, timescales and estimates. |
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Implementation partner has limited experience in the hybrid cloud model. |
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Ensure involvement of Talend customer success architects. |
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UofE does not have experience of working with the chosen implementation partner. |
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Establish formal governance, to include Talend. Regular weekly PM meetings. |
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Talend Hybrid cloud solution doesn’t support Talend MDM (Master Data Mgmt) and ESB (Enterprise Service Bus) components. |
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