Project Brief
Document Sign-off
| Name | Role | Date signed off |
|---|---|---|
| Stefan Kaempf | Project Sponsor | 07/02/17 |
| David Watters | Project Manager | 07/02/17 |
| Graeme Wood | Programme Owner | 07/02/17 |
| Murray Dippie | Business Lead, Windows Services | 07/02/17 |
| Kenny MacDonald | Business Lead, Unix Services | 07/02/17 |
| Martin Campbell | Business Lead, Unix Platforms | 07/02/17 |
Background
Enterprise Services is a unit of IT Infrastructure, Information Services, providing Unix, Linux, Windows Server and OS X Server based infrastructure to the University as well as storage and backup services and a range of other services running on these platforms. Disaster Recovery plans for these various services are held by the respective teams, albeit in a range of formats, and need to be reviewed and updated, where necessary. Any gaps or omissions in the DR documentation introduce an element of risk to the recovery and full running of the services (and, in turn, any applications or services that depend on these) in the event of a disaster, so it is imperative to review and refresh these plans. This will ensure that we are in an appropriate state of readiness should any incident or accident that impacts on any of the listed services occur.
Scope
This project will identify all the relevant services that need to be included, and for which ITI Enterprise are responsible. The current state of disaster recovery documentation for each service will be examined, and, if any gaps or updates are identified, plans will be made for colleagues in the appropriate team(s) to do this work. These plans should take the location and type of potential disaster into consideration for their final content. The reviewed and updated plans will be formatted (according to an agreed template) and signed-off. The project team will also consider the best format & location for storing DR plans, including externally hosted solutions. The project team should also make recommendations about the ongoing maintenance of these DR plans.
The relevant services that have been identified so far include:
| Load Balancers |
| EASE Authentication |
| Shibboleth Authentication |
| AD Authentication (ADFS) |
| Central Authorisation |
| Mail Relay |
| Corporate Application - SAN |
| Virtual Hosting |
Out of Scope
This project will not execute DR tests for the identified services.
Objectives, Deliverables, Benefits, Success Criteria and Priority
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Objective |
Deliverables
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Success Criteria |
Benefits |
Priority |
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O1. To establish the set of services that ITI Enterprise are responsible for, and that require disaster recovery (DR) planning. |
D1. A definitive listing of all the ITI Enterprise Services that need a DR plan.
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O2. To review and update disaster recovery plans for each service identified above. |
D2. Updates to DR plans, for any of the services in the above listing, that need to be revised or brought up to date.
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O3. To store updated DR plans in the most appropriate repository and communicate these to relevant support teams.
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D3. A set of DR documentation that can be stored off site but is easily accessible in the event any disaster. |
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Alignment with Strategic Vision
Run / Grow / Transform: This project contributes to Run.
IS Strategic Vision the main elements of the vision that this projects contibutes to are highlighted in bold.
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Student Experience |
Commentary |
| Student experience and the unique Edinburgh offer | |
| Online and distance learning leaders | |
| Library national and international leadership | |
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Research and Innovation |
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| Research IT and Data Sciences | |
| Innovation | |
| Collaborative leadership and social responsibility | |
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Service Excellence |
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| Process improvement, efficiency, quality and best practice | |
| Long‐term IS strategic planning and linked professional services | |
| Information Security |
University's Strategic Vision for 2025 the main elements of the vision that this projects contibutes to are highlighted in bold.
| A unique Edinburgh offer for all of our students | Commentary |
| • 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 interdisciplinarity of our research supported by strong growth in research funding and strong international partnerships – drawing from well-established and less well developed sources |
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| An estate that matches expectations, responds flexibly to changing student and staff needs, and showcases the University |
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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 |
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Priority and Funding
This project is priority number 13 in the programme. Funding for the project has been approved as part of the Annual Planning for 16-17.
Planned Project Timelines
For small projects , the milestones will set out the project plan.
Budget
The project has been estimated, at annual planning, as requiring 95 days effort. This will be spread across the three teams in Enterprise Services to determine which DR plans are needed and which ones require updating, etc. Effort will also be required for project management tasks - using a PM from IS Applications. The estimations will be refined once more detail is known about which plans and tests are required.
Project Team
| Role | Name | Division / Group / Team / College / School and Title |
|---|---|---|
| Project Manager/ Business Analyst | David Watters | IS Applications, Project Services |
| Business Manager | Graeme Wood | IT Infrastructure, Enterprise Services |
| Business Lead | Murray Dippie | IT Infrastructure, Enterprise Services - Windows Services |
| Business Lead | Kenny MacDonald | IT Infrastructure, Enterprise Services - Unix Services |
| Business Lead | Martin Campbell | IT Infrastructure, Enterprise Services - Unix Platforms |
Quality
The milestones are a key tool in ensuring that the project process itself is followed as set out by ITI, and that the product deliverables are to the required Quality.
| 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. |
10/11/16 |
Sponsor, Programme Manager |
End of Planning |
Project Brief, Plan, Estimated Budget, Risks - all approved. Project has resource approved by section head for the estimated effort. Project has funding for effort for other costs. |
07/02/17 |
Sponsor, PM, Programme Manager, Section Head(s) |
Delivery |
Deliverables completed. |
Sponsor, PM(service owner/ service manager) |
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Closure |
Project can close. |
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Sponsor, PM |
Assumptions
It is assumed that disaster recovery plans and tests already exist for the majority of services, in some format and that these can be used as 'blueprints' for updated versions.
Constraints
Are there constraints on this project? For example, specialist skills are needed, having to deliver in certain windows through the academic year, we need ot share a TEST environment with other developers?
Risks
The project manager will ensure that the project team will review the risk log at every team meeting, and project owners update their risks at least once a month or more as appropriate to the project.
Issues
The project manager will ensure all changes to cost/timeline/scope must be recorded in the issue log, and reflected in milestones log, budget and estimations, and the project Scope Change log.
Communication
Project Sponsor and Project Manager meeting schedule to be agreed with Sponsor. Project Team meetings schedule will also be arranged.