ITI Project Brief
Document Sign-off
| Name | Role | Date signed off | ||
|---|---|---|---|---|
| Project Sponsor | Tony Weir | |||
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Maurice Franceschi | |||
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).
After several years of bringing in project methodology and processes in ITI, 2019-20 will be a year of review and consolidation, in line with the general themes from ITI director that will apply to the ITI sections.
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
Scope for 19-20 is
- 2019-20 will review and focus on areas where project methodology is not effective through weakness in process - reviewing these elements
- agreeing and defining processes for project selection and prioritisation
- annual planning
- project 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
- Improving resource availability and commitment for projects
- 2019-20 will see the pilot and roll out of JournyX and focus on estimation and forward planning
- Improving portfolio and programme governance
- 2019-20 will review current governance, to make Programme Management more substantial and Portfolio Management more engaged with the wider ITI set of activities and management
- Continued PMO liaison role
- Continued Line Management role
- Continued management of individual projects
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 Review of current processes and documentation. Embed and document processes and governance so that PM in ITI is not dependant on an individual, by July 2020 10% of Time |
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O.2 Review of Standards, Tools and Techniques Development of new standards 10% of Time |
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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. 40% of Time |
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O.4 Line Management and management of Contract PMs 10% of Time |
D4.1 General Admin : Recruitment, management, training, familiarisation, admin of PM’s - creation of an effective PM team |
Continue |
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O.5 Project Management 30% of Time (20%) |
D5.1 Assumption is MF will run no more than three projects at any one time |
Continue - note that IS Application Infrastructure programme management will require 10% of time so this reduces Project Management to 20% as long as this is in place |
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 Normal Priority for ITI.
ITI Portfolio Manager is funded.
Project Team
n/a
Quality of Project and Deliverables / Key Project Milestones
Starts 5/8/19
Delivery and Closure 31/7/20
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
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
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 - around 8% of FTE.
Communication
Ongoing with director, section heads, ITI PMs, PMO and IS Projects management.
Run / Grow / Transform
Grow project.
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 Online and distance learning leaders Library national and international leadership
Research and Innovation
Research IT and Data Sciences Innovation Collaborative leadership and social responsibility
Service Excellence
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
Standards and Technical Leadership Adopting and developing standards for ITI Staff Learning and Development
ITI staff are learning project management formally and informally
Service Based Culture
Project process execution leads to a more service-orientated mindset
Equality and Diversity
n/a
Partnerships and Philanthropy
n/a
Flexible Resourcing
n/a
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