DRS Outreach Programme
Document Sign-off
| Name | Role | Date signed off |
|---|---|---|
| Project Sponsor | Tony Weir | |
| Project Manager | Jerry Daniel | |
| Programme Manager | Maurice Franceschi | |
| other stakeholders | Kenton D'Melllow | |
|
David Fergusson |
||
| Lisa Otty |
Background
Scope
The scope of this project is to establish a base of research ambassadors and facilitators, build up from this to form a network of research champions to promote Digital Research Services delivery. The project will be broken down into the following strands to deliver ;
- A web based Digital Repository - A central point of reference for Digital Research Services and researchers, representing services and information from ISG, EDINA, EPCC, DCC, SSI.
- The recruitment of 3 Research Ambassadors.
- The development of a survey to measure satisfaction of the current services offered.
- The recruitment of 3 research facilitators - To give assistance with grant applications, consultancy, training and DMP related tasks. Plan events, identification of key staff, outreach and relationship building.
- Ongoing stakeholder analysis and formation of a forum for knowledge sharing. Raising awareness of DRS in conjunction with increased presence at research, postgraduate and annual events - these will also need to be identified.
- A review of the current service catalogue.
Out of Scope
Objectives and Deliverables and Success Criteria
Deliverables of this project will be;
- Recruitment of 3 Research facilitators
- Recruitment of 3 Research Ambassadors
- The delivery of an initial web portal that will be subject to ongoing development
- An agreed brand for the web portal - with this to be the theme for any ongoing branding purposes
- A survey to measure satisfaction of current services offered
- A review of the current service catalogue
Requirements
| Requirement | User / Owner | MoSCoW | Associated Objective/Deliverable (Ox/Dx.x) |
| Recruitment of research 3x Facilitators | Sponsor | Must | |
| Development of web portal | Sponsor | Must | |
| Agreed themed branding | Sponsor | Must | |
| Recruitment of 3x Research Ambassadors | Sponsor | Must | |
| Development of satisfaction survey | Sponsor | Must |
Governance
Portfolio Governance
| Role | Name | Division / Group / Team / College / School and Title |
|---|---|---|
| Project Sponsor | Tony Weir | |
| Programme Owner | David Fergusson | |
| Programme Manager | Maurice Franceschi |
|
Project Team
| Role | Name | Division / Group / Team / College / School and Title |
|---|---|---|
| Project Manager | Jerry Daniel | |
| Technical Lead and other technicians | TBC | |
| Service Contact | ||
| User(s) - who will help in analysis, testing and sign-offs | ||
Quality of Project and Deliverables / Key Project Milestones
| 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 |
19 May |
Sponsor, Programme Manager |
End of Planning |
Project Brief, Plan, Estimated Budget, Risks, Communication Plan - all approved. Project has resource approved by section head for the estimated effort. Project has funding for effort for other costs. |
19 June |
Sponsor, PM, Programme Manager, Section Head(s) |
| End of Analysis | quality and completeness of analysis | business analyst / business lead / senior user / PM | |
| End of Design | quality and completeness of design | technical lead / senior supplier/ business lead / senior user/ PM | |
| End of UI Design | quality of UI - to show we have designed an interface that is usable, accessible, promotes equality and diversity | technical lead / senior supplier/ business lead / senior user | |
| End of Build | quality and completeness of build | technical lead / senior supplier/ PM | |
| Acceptance | overall quality of deliverable, UAT has been passed, Intergation testing successful, all components technically checked - fit for delivery to live service |
technical lead / senior supplier /business lead / senior user /business analyst /PM
|
|
| Security QA | deliverable satisifies security | Section Head | |
| Branding QA | for new, upgraded services, sign-off that branding guidelines for ISG, University, school/college has been followed by the project team |
PM / and as appropriate ... UoE C&M, college C&M and (pending) ISG Branding Team |
|
| Design UI QA | to show we have built an interface that is usable, accessible, promotes equality and diversity | Sponsor and Service Owner | |
| EqIA | For new services or services undergoing substantial change, there must be an Equality Impact Assessment completed, validated by equality office and deposited on eqia website | PM / Service Owner / Equality Officer | |
| PIA | Check if your project needs to undergo a Privacy Impact Assessment | PM / Service Owner / CISO | |
Delivery |
Change to Service can proceed |
Sponsor, PMservice owner/ service operations manager (helpline) |
|
| Handover to Support | support can take over running of the Service | service owner/ service operations manager (helpline) | |
Closure |
Project can close |
|
Sponsor, PM |
Constraints
In order for this project to proceed to a perceived "phase 2" the recruitment of the research ambassadors and the web portal must be delivered within this phase.
Risks
Recruitment of the Research ambassadors needs to be progressed as time is limited
Associated branding needs to be developed and applied to the web portal and associated materials
Issues
There is limited time to deliver the web portal as initial design workshops have not been held as yet. This must happen soon as the initial design needs to be conceptualised and put into production.
Dependencies
In order for the project to progress there are dependencies on the research facilitators being in place and agreement of the design and branding of the web portal as well as a completed review of the service catalogue.
Communication
More detail needed initially regarding what comms are required , what format they will take, which channels will be used and to whom. It may be that comms are issued once the ressources are in place and branding of materials completed.
Run / Grow / Transform
This project is classed as Transformational
Alignment with Strategic Vision
IS Strategic Vision the main elements of the vision that this projects contributes to are highlighted in bold.
|
Student Experience |
Commentary |
| Student experience and the unique Edinburgh offer |
To improve the front face of the digital research service. To improve student activity Student Employability |
| 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 | To improve existing services |
| 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 contributes to are highlighted in bold.
| Vision Themes | Commentary |
| A unique Edinburgh offer for all of our students | |
| • 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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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