ITI Project Brief
Document Sign-off
| Name | Role | Date signed off |
|---|---|---|
| Project Sponsor | Tony Weir | |
| Project Manager | Maurice Franceschi | |
| Programme Manager | Maurice Franceschi | |
| IS Applications | Mark Ritchie, Adam Wadee Pending | |
Background
ITI have published a 5 year roadmap for the IT infrastructure required to support the University’s strategic objectives. This will be delivered through a combination of major programmes of work and smaller enabling projects. In order to have greater confidence in delivery, ITI would like to work in partnership with Project Services (IS Apps). The ITI and Project Services (IS Apps) partnership will focus on the following key areas:
Developing a suitable project and programme delivery framework for the IT Infrastructure Roadmap. This will consider areas such as:
- Agreeing and defining processes for project selection and prioritisation
- Understanding and managing resource availability for projects
- Introducing appropriate project and programme governance
- Clarifying project roles and responsibilities
- Ensuring effective identification and engagement with project stakeholders
- Improving processes for identifying and managing requirements
- Establishing clear and agreed outcomes at outset of projects
- Developing and maintaining processes for tracking project progress
- Understanding project and resourcing dependencies
- Managing change to scope and milestones
- Use of the Projects Website
Project Services (IS Apps) providing project management for larger and more complex IT Infrastructure Roadmap projects and assist with the management of temporary contract project managers where this is required.
Project Services (IS Apps) establishing effective processes which support ITI staff to successfully manage and deliver IT Infrastructure Roadmap projects where this is required
Scope
Changes to Scope will be logged on the Issue Log and also recorded on the Project Scope Change page.
Out of Scope
Objectives and Deliverables
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Objectives for 2017-19 |
Deliverables for 2017-18 |
Comment |
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O.1 Sustainability Embed and document processes and governance so that PM in ITI is not dependant on an individual, by July 2019 10% of Time |
D.1.1 Publication : Start to Finish lifecycle for a project showing methodology, governance and associated processes D.1.2 Publication : End of Month reporting D.1.3 Publication : Annual Planning Process
D.1.4 Publication : New PM Start Process |
D 1.1 In place, needs refinement D 1.2 In place, needs revised as we develop programme and portfolio governance and reporting D1.3 We now have a much better idea of realistic timescales to draft plans and engage with stakeholders All of the above requires more than just the PMs – ITI staff and in particular Section Heads need to follow the (relatively light) processes we have and be accountable for not doing so in a full and timely manner. D1.4 Work has already started on this, working with David Bonas and Adam Wadee to set out a flowchart for efficient start up of PM from agencies direct or via Project Services |
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O.2 Further Development of Processes, Standards, Tools and Techniques The last year as seen the development of ITI’s project brief and deployment checklist. ITI PM’s have also had demos of Jira, Testrail 10% of Time |
The PM will work with director and section heads to identify and prioritise what needs to be standardised. D2.1 Standard document for ITI Financial monitoring and reporting for projects D2.2 Better Intra-Divisional Co-operation on ITI projects D2.3 Goverance of Major Project D2.4a Annual Leave Calendar for ITI Staff – forward planning D2.4b Actual Capture – need to use some tool to capture effort on projects. D2.5 Procurement – develop more efficient process and aides for procurement, working with the senior procurement officer and also with awareness of the same process under way in Project Services and Applications. D2.6 CIP Process with PM team
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D2.1 Work has already started on this, working with David Bonas and Libby McCue to set a standard template for use in projects and to report to Libby - and also review of the purchasing process D2.2 16-17 has seen projects with significant issues caused by ITI section not engaging and co-operating on ‘each other’s projects. PM will be a key tool in improving this but it stil need Section (head) Engagement. This would also mean effective use of Outlook calendars to show annual leave (as well as a general needs to properly use calendars for meetings, out of office, as per CIO directive) D2.3 The Major Governance Toolkit wil be employed on at least one major project. D2.4 Need Section Heads to enforce - but PMs will lead D2.5 Nothing specific to deliver as yet but we can see this as a two-year endeavour. e.g. developing standard question sets such as Security, Cloud and also project plan templates D 2.6 PM's within IT will review and recommend improvements to processes regularly
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O.3 Enhanced Programme and Portfolio Management Current programme and portfolio monitoring and governance is quite light. This should be stepped up. 20% of Time |
Portfolio Financial Plan/Forward Look/Burn Rate/RAG ITI has particular issues around spending its budget – this would be working with Director, David Bonas and Libby McCue to add Financial reporting to the portfolio and programme management D3.1 More time on programme management by MF Work more closely with Section Heads on the programme planning and resourcing D3.2 Portfolio Reporting Work with Director on this
D3.3 Upping knowledge of ITI technology to better manage, estimate, understand risk and issues |
D3.1 Build on current relationships. The section heads monthly report is a good start as regards formal reporting, evidence programme owner engagement.
D3.2 This needs engagement from all Section Heads in regard to planning and managing and setting programme vision and objectives agreed with Director – shown on projects website and elsewhere as required D3.3 What is needed to report on at the portfolio level? |
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O.4 Act as a Local PMO Liaison 5% of Time
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D4.1 Coordination with ISG PMO to ensure ITI keep to good practise as set by PMO and also input into the PMO for ITI
D4.2 Input to the project change theme for ITI Other forums TW to decide … will require deeper understanding of ITI business and technical
D4.3 Work with Steve Taylor so he can act as acting PMO
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Continue
Continue
Increased collaboration, governance/admin and support
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O.5 Administration of ITI PM’s 5% of Time
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D5.1 General Admin : Recruitment, management, training, familiarisation, admin of PM’s |
Continue We need clarification on PM numbers for 2017-18 : and would these be contractor only, secondment or even fixed terms? Leading to ADR and Line Management … all this increases/decreases Admin effort. PM estimates a need for at least 4 PMs.
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O.6 Project Management 50% of Time |
Assumption is MF will run no more than two (major) projects at any one time e.g. network procurement or emergency phones |
This means off-loading projects e.g. VOIP and Apps to User Devices or Network Procurement and smaller ones |
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O.7 Project Delivery KPI's met |
D1. 90% Highest Priority projects to have delivered benefits within the year as planned D2. 75% of all High Priority projects to have delivered benefits within the year as planned D3. 25% of all Normal Priority projects to have delivered benefits withing the year as planned
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There are 14 Priority 1 projects planned There are 22 Priority 2 projects planned There are 45 Priority 3 projects planned |
Requirements
| Requirement | User / Owner | MoSCoW | Associated Objective/Deliverable (Ox/Dx.x) |
| Ensure we have well-documented processes in place | Tony Weir | Must | O.1 and its deliverables |
| Improved Annual Planning, Project Reporting, Project Planning | Tony Weir | Must | O.2 and its deliverables |
| Improve Quality of Project and Programme Information | Tony Weir | Must | O.3 and its deliverables |
| Act as liaison with PMO to ensure ITI follow guidance and point of contact for other ISG Divisions | Tony Weir | Must | O.4 and its deliverables |
| Admin and leadership of Project Managers in ITI | Tony Weir | Must | O.5 and its deliverables |
| Project Management of major projects | Tony Weir | Must | O.6 and its deliverables |
Benefits
Benefits management and realisation will be available on the ITI Sharepoint space.
ITI make significant improvements in their project planning, management and execution, improve annual planning, and improve management reporting
Governance
Portfolio Governance
| Role | Name | Division / Group / Team / College / School and Title |
|---|---|---|
| Project Sponsor | Tony Weir | |
| Senior Supplier | Mark Ritchie | |
| Line Manager | Adam Wadee |
Tolerances
n/a
Resources Skills and Cost
Budget
185 days budgeted
Priority and Funding
This activity is a High Priority for ITI.
ITI Portfolio Manager is funded.
Project Team
n/a
Quality of Project and Deliverables / Key Project Milestones
Starts 7/8/17
Delivery and Closure 3/8/18
Assumptions
There will be co-operation offered by section heads, adoption of agreed processes, and backing and support from section heads and director where needed.
Constraints
none
Risks
Current limited availability of PM resource may mean more effort on projects by Portfolio Manager causing less time for other work.
Issues
none
Previous Lessons Learned
In truth, much of the work here is more suitable to a formal Change Management piece. The Portfolio Manager will adopt some of the good practise within that discipline.
Dependencies
Portfolio Manager will also continue to manage the ADO Division Infrastructure Programme.
Communication
Ongoing with director, section heads, ITI PMs, PMO and IS Projects management.
Run / Grow / Transform
Transform project.
Alignment with Strategic Vision
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 | X |
| Long‐term IS strategic planning and linked professional services | X |
| Information Security |
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 | X |
| Working Together | X |
| Standards and Technical Leadership | X |
| Staff Learning and Development | X |
| Service Based Culture | X |
| Equality and Diversity | |
| Partnerships and Philanthropy | |
| Flexible Resourcing | X |
| Communication and Branding |
Service Excellence - Information and Security
The project processes will lead to better outcomes for information and security, with QA and sign-off checkpoints put in place for projects.
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 can only success by working with IS Projects, PMO and other ISG colleagues
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| Standards and Technical Leadership | Adopting and developing standards for ITI |
| Staff Learning and Development |
ITI staff are learning project management formally and informally
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| Service Based Culture |
Project process execution leads to a more service-orientated mindset
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| Equality and Diversity |
n/a
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| Partnerships and Philanthropy |
n/a
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| Flexible Resourcing |
n/a
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| Communication and Branding |
n/a |
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