Completion Report

Objective

(as stated in original Brief)

Objective Status (Achieved / Partially Achieved / Not Achieved).

Commentary.

O01

The new WebCentral browser based module  (On-Demand) will utilise  process flows and will pass faults/requests into a holding queue

Achieved.

O02

The aim is to limit or remove the paper flow using mobile devices.

Achieved.

Paper flow will be eliminated entirely, except as an emergency back-up.

O03

Project will affect a lot of people and is high priority

Achieved.

(This should not have been stated as an original objective).

O04

External company MASS will be involved (we would go through them for any essential modifications)

Achieved.

(This should not have been stated as an original objective).

O05

This project will involve a change in working practice for those reporting and recording faults, and potentially for the internal Trades teams, if the mobile device solution is deemed satisfactory

Achieved.

Mobile device solution implemented.

O06

Requirement to consider implication on current WebCentral licenses

Achieved.

An additional 35 licences purchased.

O07

Roles and responsibilities for this project are key to be identified especially for communication purposes

Achieved.

In early stages of project roles and responsibilities were not well defined, but this was subsequently resolved. 

Standard UofE project methodology employed.

O08

Requires a full common strategy for this project which will require training and supporting customers

Achieved.

Substantial training undertaken. 

Deliverable

(as stated in original Brief)

Deliverable Status (Delivered / Partially Delivered / Not Delivered).

Commentary.

D01

A detailed set of business requirements, prioritising requirements based on a mandatory, highly desirable and desirable basis, based on consultation exercise.

Delivered

D02

A Gap analysis report detailing recommendations regarding the application being fit for purpose, incorporating any recommendations associated with potential mobile technology. (Listing the mobile devices that are found to be fit for purpose)

Delivered

D03

Conduct a proof of Concept test will be undertaken to ensure that the application can deliver the business requirements

Delivered.

Extensive scenario testing conducted.

D04

Implement the new Web Central based on-demand module.

Delivered

D05

A business change strategy document relating to the product implementation and incorporating the communication strategy regarding the project throughout the university

Not Delivered

D06

Training guides and other material regarding the usage of the new application

Delivered

IS heavily involved in the creation and delivery of training.

D07

Managed delivery of the new Estates Help Desk throughout the University that provides users of the system with automated updates regarding work activity undertaken

Partially Delivered

Decision taken not to switch on email notifications. Project EST092 is delivering a self-service reporting capability.

D08

Introduction of mobile technology to receive, manage and update work related activity that will replace the existing manual paper based activity.

Delivered.

D09

Management Information reporting to enable SLA and associated KPI’s to be managed

Not delivered.

To be delivered as part of EST092/ EST093 reporting projects.

D10

Where appropriate, switch off EBIS Online module / Archibus system, so that users no longer have access once the Project is Live and has been signed off.

Delivered

Scope

(as stated in original Brief)

Status (Delivered / Partially Delivered / Not Delivered).

Commentary.

S01

The project will look to implement the default ‘out of the box’ WebCentral On-Demand module to replace the current EBIS RepairLine application that is current used to log and manage repairs throughout the University estate

Delivered.

Some customisation has taken place. See section below.

S02

The project will oversee the rollout of the new application throughout the University

Delivered

S03

The project will investigate implementing maintenance related Fault Reporting; general Estates related enquiries; service related activity incorporating Cleaning, Servitorial and Furniture

Delivered.

S04

Consultation with nominated Estates and Buildings personnel and nominated users of the current EBIS RepairLine will be undertaken to determine business requirements for a replacement system, looking into WebCentral module (On Demand).

Delivered

S05

Requirement to determine any license implications regarding the usage of the WebCentral module

Delivered.

An additional 35 licences purchased

S06

A proof of concept will be incorporated within the project to ascertain if the new WebCentral mobile (on-demand) application is fit for purpose and can effectively replace the current paper based.  In reviewing this functionality, there will be the requirement to adhere to the mobile strategy within Estates and Buildings

Delivered

S07

Review of mobile devices and implement , if appropriate (the mobile technology will be supported where required by MASS), e.g. phone, tablet

Delivered

S08

Test system using mobile and non-mobile solution

Delivered

S09

External consultancy will be utilised, if deemed necessary, to assist with the Gap Analysis and product configuration to deliver business requirements

Delivered.

Substantial levels of consultancy delivered by Mass Plc.

S10

Due to added activity relating to the WebCentral server, load testing will be undertaken to ensure additional projected capacity can  be catered for to ensure that the infrastructure can cope with potential system demand

Partially Delivered.  

Limited Load testing carried out, with co-ordinated manual activity. This was, at best, an approximation of the likely production load.

S11

A sub-project team will be formed under the guidance of a business change manager to mange to the content and circulation of project related communication and associated impact throughout the University

Delivered.

All communications handled by Estates communications dept.

S12

Out of scope items

Software changes to the default ‘out of the box’ WebCentral On-Demand.

Security and Parking related enquiries

Waste enquiries

Financial control enquiries

Partially delivered.

See customisation section.

Success Criteria

(as stated in original Brief)

Status (Achieved / Partially Achieved / Not Achieved).

Commentary.

SC01

Fully defined business requirements

Achieved.

SC02

The delivery of an effective and responsive help desk

Achieved.

This is partially related to the overall Estates Hard services programme, in addition to this project.

Key Milestone

Baseline Date

Final Date

End of Planning

26/09/2014

10/10/2014

Deployment

05/12/2014

25/01/2017

Project Close

18/12/2015

30/06/2017

Reason

Date

Budget (days)

1

Original estimate

95

2

The project will now continue to July to enable the proof of concept and set up of dates, consultation and rollout to take place. This has increased the project management and business analysis roles with continuing / additional work. The project team has increased from 6 to 11 to enable increased testing to take place. This covers running more project meetings and there is key involvement from the programme manager in this project too. The breakdown of the increased time will be provided with the revised milestones during February.

29/01/2015

145

3

The project has been re-planned and re-estimated based on receipt of the latest configuration enhancements on 27-Nov-15.

As a result it has been identified that an additional 35 days are required to complete the remaining work load. Currently 11 days of this have already been spent by the PM and Dev Tech due to delays to reach the current point.

The additional 24 days are required to ensure that the PM and Dev Tech can monitor, support and implement the work required

3/12/2015

180

4

Due to the on-going delays to resolve the outstanding issues, there has been the requirement to re-estimate the project budget to complete the project deployment.  For information, the revised project milestones have been previously agreed (ref. PICCL item 29)

The project sponsor and programme manager have approved the increase of 37 days to the current approved EST080 budget of 180, which now brings the revised total to 217 days 15-Mar-16

03/03/2016

217

5

Additional project manager time - 20 days

Additional Development time to incorporate additional monthly billing, archiving and changes to exiting reports - 13 days

Additional support from Development technology - 4 days

20/07/2016

254

6

Additional project manager focus, now that the project is a P1.

- Management of a key supplier is moving from Estates to IS.   

- Additional focus from Dev Tech to sort out snagging issues.

- Additional effort required to focus on data archiving / deletion as a means to increasing transaction performance. 

- Additional resource required to cover extension of project milestones.

22/08/2016

316

7

Effort required for UAT Plan: +7 days

- Effort required for UAT execution mgmt +5 days

- Effort required for Training design +6 days

- Effort required for Training delivery +3 days.   

- Effort required to create additional tomcats +6 days.

- Effort required for impact analysis on inventory mgmt changes +3 days. 

- PM effort to be increased to cover additional 4 weeks, and to move from estimated 50% to 70% coverage over remaining 10 weeks of project +25 days 

- Over-run on existing tasks +10 days.

06/10/2016

381

8

Effort required for additional training delivery: +3 days

- Effort required for Load Testing support: +2 days

- Effort required for UAT mgmt: +5 days

- Effort required for additional BA support through pre go-live / go-live / post go-live: +6 days

- Effort required for additional PM support through pre go-live / go-live / post go-live: +4 days

- Effort required for additional Dev Apps support through pre go-live / go-live / post go-live: +4 days

SUB-TOTAL= +24 Days, taking the project from 381 days to 405 days.

- Projected over-run to date (30/11) compared to existing plan: +15 days

Additional days spent supporting training

Additional days spent on project management

Additional days spent on response time issues.

 SUB-TOTAL= +15 Days, taking the project from 405 to 420 days.

Re-estimate of remaining IS work conducted +77 days

- Includes coverage for a number of carry-over tasks

- Implement a weekly job to update em_id

- Implement any longer term performance enhancements.

SUB-TOTAL = 420 + 77 = 497 days. 

- (16/12) Additional days added to cover new Estates training requirements.  IS have agreed to supply a trainer for c. 15 training / refresher courses in January +6 days. 

GRAND-TOTAL = 497 + 6 = 503 days = rounded up to 505 days. 

07/12/2016

505

9

Current estimate to complete based on remaining

effort to manage post go-live activities

24/02/2017

550

Post Closure Report Update

Additional effort to resolve the post go-live deployment issues and close the project

During this period a total of 40 calls were investigated of which 30 were resolved, with the remaining 10 being carried forward to the next upgrade project EST098.

Row Labels

Sum of Actual Effort/1d

Application Dev

76

Application Mgmt

24

Dev Technology

125

Business Analysis

135

Project Mgmt

225

Technical Mgmt

2

Grand Total

588

Row Labels

Sum of Actual Effort/1d

Build

344

Initiation

1

Overhead

97

Implementation

73

Post Implementation

73

Grand Total

588

Row Labels

Sum of Revised Value (incl. VAT)

Consultancy

9,760

Consultancy

9,760

Data

27,073

Data clean-up

21,074

Data Migration

5,999

Licences

13,127

Licences

13,127

Software Development

63,548

Archibus Client

8924

Legacy

13,738

WebCentral

50,415

(blank)

Grand Total

123,037

Row Labels

Sum of Revised Value (incl. VAT)

Software Development

63,548

Archibus Client

5,578

Parts List / Reorder List

900

Views

4,678

Legacy

17,084

EBIS On-line

13,738

WebCentral

50,415

BOC - Stop/Close button suppress.

3,952

Building operations console

1,388

Employee No Change EIT no ref

5,280

Mobile Framework Goods+Parts restructure

24,748

Parts cost calculation

4,951

Weekly em_ID update

3,913

Grand Total

73,078

Impact*

Issue

B  

S

T

Details

I01

Nature of the project: Business led vs. IS led

X

X

X

The project was initially viewed as a business only project, with assistance from a supplier but with very limited support required from IS.

This has proved not to be the case.

With hindsight, earlier and more substantial involvement from IS Apps Dev would have massively benefited the project.

I02

Impact of existing, legacy systems

X

X

X

The impact of the new helpdesk system on existing systems such as EBIS on-line and Archibus client were not well understood.

A comprehensive impact analysis across all impacted systems was never conducted during the design phase.

This has led to numerous pre-live and post-live issues. For example, we discovered database triggers that had existed in the live environment for many years, and under certain circumstances these were not logically compatible with the new Helpdesk system. This caused failures in the live system.

I03

Big Bang Migration

X

A phased migration was initially proposed and discussed with both Estates and Mass.  However, due to a combination of time pressures and the requirement to incorporate the revised structure from the hard services review running in parallel, the decision was taken to go with a ‘big bang’ migration

e.g. go live with new system in all 5 zones in one go.  This led to a significant amount of risk management activity around the go-live event.

A phased migration would have had a far better risk profile, and minimised any possible impact to the business. However, it would have required a more complicated technical, and business solution.

There was also the need to increase Project Services when the PM effort was increased inline with managing this as a large business change project.

I04

Deletion / archiving

X

X

X

For performance reasons, the requirement to add deletion and archiving into the project scope was taken decided late and well into the build phase of the project.

Archibus data had never been deleted, with records up to 15 years old present. Data had also never been archived, thereby was not taking advantage of the active/history table partitions within Archibus.

This added a substantial layer of complexity to the project.

I05

Infrastructure Architecture

X

X

X

The infrastructure was designed with a single tomcat instance supporting both CAD (Mobile) and non-CAD (Desktop) access. This caused a number of complex technical issues related to EASE authentication.

Eventually a dual tomcat solution was installed which rectified the issues.

The project was unaware of this requirement at the outset.

I06

Release Management

X

Throughout the build phase of the project, there have been a number of issue with receiving software files from Mass and successfully installing them in our DEV / TEST environments.

An agreed and robust release mgmt process is required so that the following basics can be covered:

- Define bill of materials for software and other components being delivered.

- Full instruction on how to implement.

- Confirmation from supplier that change has been installed correctly.

- Accurate maintenance of configuration mgmt items across all environments.

I07

Environment Management

X

As part of the go-live event, it was not possible to migrate only those parts of WebCentral that had been modified; the advised course of action was to completely replace Webcentral LIVE with TEST.

In addition, we could not guarantee that DEV and TEST were synchronised. A complete copy of TEST was installed in DEV.

It should be possible with better environment, configuration and release mgmt to move to a more normalised situation where changes only are copied into LIVE.

I08

System performance

X

X

There were a number of concerns regarding the performance of the system, exposed before and during load testing.

The important resolution actions applied:

1. Alteration of Oracle DB parameters.

2. Suppression of all possible email activity.

Performance remains a concern, but is considered acceptable. Performance gains are claimed for the next upgrade (version 23.1), but this must be verified.

In addition a performance patch to Oracle has been recommended. See post project enhancements.

I09

Budget / Scope Creep

X

X

X

The original budget for the project was 95 days, with the actual spend coming in at over 500 days.

The original supplier spend was estimated at 5k, with an eventual cost of c.113k.

The eventual cost of the project therefore bears no relation to the initial estimate.

In terms of scope, a number large items have been added in to the project over time and at the request of Estates. See I11.

I10

Reliance on Supplier

X

We have relied upon a single implementation partner (Mass) throughout the project.

There have been some issues getting the attention required from Mass, however less so in the last 6 months, after a supplier single point of contact was appointed.

Generally speaking the relationship needs to be more professional and better defined. There was no separate project budget established with Mass.

I10a

UAT quality

X

A comprehensive UAT was not conducted on all aspects of the systems, particularly the satellite and legacy functions. This has led to some post production issues that could have been prevented. A high quality and comprehensive UAT planning and execution process should become a feature of future Estates projects.  

I11

Business Resources for Testing / Training

X

X

A number of tasks that had originally been identified as the responsibility of Estates were handed over to IS. These included:

- Creation of UAT test plan

- UAT management

- Creation of training material

- Training delivery

- On-site go-live support

IS demonstrated a high degree of flexibility and capability in being able to fill cover these tasks at short notice.

I11a

Estates Financial processes.

X

X

X

Scope changes occurred during project, to include Monthly Billing and other financial processes. 

I12

System Administration Training

X

X

This was not fully defined at the outset of the project to deliver the business requirements.

I13

WebCentral Licensing

X

There is currently a limitation within Archibus whereby the mobile application cannot function through single sign-on via EASE.

If and when Archibus resolve this issue, this will greatly impact on the current licensing model as we in effect currently have 135 free licenses.

I14

Overlap with other Projects 

X

There were a number of parallel estates projects that were competing for the same business resources, and ended up competing fro the same people.

EST091 – Cold Fusion upgrade

EST083 – Financial mgmt process review

EST092 – Operational Reporting

I15

Estates Resource Availability

X

Lack of Estates resource reported at early/mid project stages.

I16

End-state solution misaligned to business goals

X

Several changes to designed solution raised post go-live.

Heavy change management load post implementation. Estates and IS resource and prioritisation challenges.

I17

Solution Supportability

X

Lack of solution documentation intellectual property held outside.

Inability to take full control of solution support. Over reliance on supplier.

I18

Communications

X

Concerns raised re lack of understanding of project updates.

PO No

Sub-Category

Short Description

Long Description

345956

WebCentral

Mobile Framework Goods+Parts restructure

Goods and Parts Restructuring o Contract and Goods Order Input Screens to accommodate Work Request ID’s o Revert to standard ARCHIBUS parts table (pt) and remove links to (npt) · Mobile Framework Development o Risk Assessment Function o Gas Questionnaire Function o Building Name Search/Display Function o Repair Type Estimated Time/Cost Function

349900

WebCentral

Employee No Change EIT no ref

Employee Data Change o Display Employee name and number merged together o Increase field length to 64 characters · EIT Number Amend o Include a manual entry box for EIT number on Work Request Form o Reference EIT number in Work Request More Information Tab

350694

WebCentral

Mobile Framework Goods+Parts restructure

See PO 350694

354381

WebCentral

Parts cost calculation

D) Parts Cost Update VAT and 14% uplift Modify Standard WEB Central parts cost calculation to include VAT and 14% mark up. This will be handled using a trigger to update the costs on a completion of a work request.

359079

Archibus Client

Views

Create Purchase Order Views Create Invoice Views

359766

WebCentral

Building operations console

Web Central Building Ops console Repair Type Configuration to only display Repair Types linked to the selected problem type. The components of our solution, which are also included in the attached quotation, are as follows: Development Configuration Services to Include:·Customisation of the Web Central Building Ops Console Repair Type

360114

Archibus Client

Parts List / Reorder List

There are 2 reports in use that need removal of all references to the NPT table, to be replaced by PT :- - Stock List - Re-order List

360875

Legacy

EBIS On-line

Remove use of NPT table from EBIS on-line

361871

Legacy

EBIS On-line

Remove use of legacy timesheet tables from from EBIS On-line.

364939

WebCentral

Weekly em_ID update

Create weekly job to correct contents of em_ID, upon update to employee name.

365366

WebCentral

BOC - Stop/Close button suppress.

Suppress stop/close buttons on BOC console

In-house

Legacy

Monthly Billing Process

Modify existing MBP to work with new helpdesk status settings. Include regular archiving. 

In-house

Legacy

HR Interface

Modify existing HR interface to work with extended contents of em_id. 

Post Closure Report Update: To overcome the monthly billing process timing out, the process was amended  to cater for the cost calculation trigger to be actioned only when work request status changes to COMPLETED and create a new stored procedure for the cost calculation to be actioned when work request status is set to CLOSED within the live tables  

No

Description

Detail

PP01

Removal of em_id name and number logic

The em_id field was changed to include the name + number of the employee, so that the requestor name would show on the mobile devices. This has caused a number of issues and required a number of unattractive software compromises. This is because the em_id field is a table master key.

In addition there is a weekly job that correct the name part of em_id, in situations where a person’s name has changed.

It is expected that Archibus 23.1 will remove the need to populate em_id in this way as a separate field will carry the name onto the mobile.

This logic should be removed from the system at that point.

PP02

Creation of separate VM containers

Now that a more significant business service is being hosted on Webcentral, Technical management have stated that the WebCentral service should be hosted on dedicated servers. 

This would give a better support profile.

PP02a

Convert to ‘active-active’ configuration for increased Resilience

Existing live infrastructure is active-passive

There is a desire to move towards active-active (with passive DB) for increased resilience.

This may be a challenge however, due to the requirements for shared storage to accommodate drawings.

PP02b

Separation of Webcentral transactional and reporting servers.

With the increased importance of Webcentral based systems, consideration should be given to changing the server architecture to separate transactional and reporting functions. The reporting function of WebCentral will only increase over time, as more and more reports are transferred from EBIS on-line, as part of project EST092 and others. An alternative option could be to use the passive DB for reporting.

PP02c

Security Review

AFM Account password.

It was commented on a number of occasions that the AFM account password should be changed.

In addition, the CAD URL allows access to the Helpdesk system, usefully bypassing EASE authentication (it was designed this way). However, as a by-product, this allows access to the live system from outside the university e.g. by the supplier.

This should be reviewed and a conscious decision made as to whether this is a desirable situation. There are support advantages to the current arrangement.   

PP02d

Infrastructure Project

With the various infrastructure items noted above, consideration could be given to a specific technical project which;

 Introduced dedicated VM’s for the application servers

Installed load balancing on the application servers to improve performance through spreading the load

A full review of the server file structures to remove redundant files / folders

Document the process flow of all files, especially drawings on the system and their interaction with Archibus client / smart client, EBIS On-Line (if still required),  WebCentral and mobile

PP03

Implement Oracle Performance Bug Fixes

During load testing, a performance related bug was encountered in Oracle 11.2.0.3. A config change was made to circumvent the problem, however there are a number of bugs fixed in patch 11.2.0.4 which would resolve the underlying issue. It is recommended that this forms part of the next upgrade project.

PP04

Refresh of DB in TEST environment

The TEST Database has not been refreshed with LIVE data and configuration for a number of years.

There was a requirement to refresh data as part of EST080 UAT, but was deemed too risky and too time-consuming.

There are also a number of concerns over differences in definitions between TEST and LIVE.

It would be advantageous to do this in a planned way, as part of the next Archibus project.

Clear procedures should be created so that this can be done on a regular basis in future.

PP05

Clean-up Junk files on LIVE WebCentral server

The migration process has copied TEST WebCentral to LIVE

A lot of duplicate/backup files also copied - with no relevance to the live service.

Files should be cleaned up to release space and declutter.

PP06

Improve Webcentral HealthCheck Capability

At the moment, the health check in the Load Balancer is basically just a server up/down check. The LB is not able to notice the error with the application not loading and so is not marking the application as unavailable. Are we able to implement a more intelligent health check that more accurately reflects the status of the application? Not sure if this is because we have configured WebCentral to be active / passive?

See https://ed.unidesk.ac.uk/tas/secure/contained/incident?unid=06e4ee3ff6dc492fa4f5b96bf7bdea5c

PP07

Archibus Software Audit

Conduct a full audit on all aspects of the Archibus software installation.

Fully inventorise non vanilla and customised code. 

Itemise redundant and obsolete code as candidates for subsequent removal and tidy up.

PP08

Building operations Console behaviour

Acknowledgement message style and location displays differently in each browser

See https://www.jira.is.ed.ac.uk/projects/EST080/issues/EST080-142

This is a minor point picked up during UAT.

PP09

License Monitoring

We have not put into practice any process to monitor license usage on both CAD and non CAD URLs.  This could this be added as a recommendation to be undertaken in the next upgrade project.

PP10

User Roles

Assuming that new roles were set up for the new helpdesk functionality, have the old redundant roles been removed.

Recommendation that all historic roles are reviewed and tidied up outside this project.

PP11

WebCentral Navigation

Consider moving to the latest WebCentral screen navigation (Page navigation) from the existing Process navigation setting.  This provides user menu options on a single page as opposed to the current left hand navigation.

No

Risk

Link

29

System Performance Issues encountered after Go-Live

https://www.projects.ed.ac.uk/unpublished/project/est080/risks/29

Post Closure Report Update: This risk has now been closed

44

Impact Analysis on Legacy applications is incomplete

https://www.projects.ed.ac.uk/unpublished/project/est080/risks/44

Post Closure Report Update- Although the system has now been operational for  months and continuing to be monitored, the likelihood of any further issues is now considered low.

45

Essential Helpdesk Reports to be provided via project EST092 will not be available in time.

https://www.projects.ed.ac.uk/unpublished/project/est080/risks/45

Post Closure Report Update - The Operational Reports scheduled to be delivered through the EST092 project have now been deployed to the live environment

52

Monthly Billing Process cannot be run for February

https://www.projects.ed.ac.uk/unpublished/project/est080/risks/52

Post Closure Report Update - The monthly billing process has subsequently been run for a number of months. This risk has now been closed

Estates

IS

Colin Pritchard* Maureen Masson Pauline Smith Jane Brodie Zoe Stephens* Grant Ferguson Eileen Mullan Kenny Donoghue Neil Thomson Keith Thomson Ben Pfender Angie Dickson

Chris Lawford*, Andrew Stewart* Nikki Stuart Thalia Nikolaidou* John Allison Mark Dobbing Peter Jackson Riky Harris* Mark Lang* Mike McMonagle* Iain Fiddes Ben Mawson Mole Duncan Stewart Anne Finnan Ron Mcleod Heather Larnach* Julieta Pineda

Myles Ewan Nikki Hackett-Reid

Derrick Matheson*