Impact
Priority and Funding
** check the Forward Look and Annual Plan on ITI Sharepoint to see the project's priorty within programme and portfolio (and reflect this also on the project info section)
Impact and Dependencies
Are there other projects or work that this project is dependant on to start or possibly at a later stage - and and that depend on this project.
Are we depending on certain key people or certain events to take place?
Are we dependant on suppliers, or product releases?
Previous Lessons Learned
Service Excellence - Information and Security
Are we using standard builds for the project (that is, pre-validated security controls will be in place for infrastructure and data)? Or Do we anticipate having to develop non-standard infrastructure? Will we have third party integrations on installations? Are we dealing with data outwith our standard set of controls? If so, What level of risk is associated with the data? What are the appropriate controls?
- The project must outline how it is dealing with risk, how the need to design/build/test impacts on project scope, budget and timeline.
- Confirm which university or divisional polices are providing guidance here.
- Set Security design, execution and acceptance as a Deliverable
- Create a Security Milestone for Delviery - and ideally for Design, Build and Acceptance depending on project complexity - that must be signed-off by Project Manager and Section Head.
- Create any specific risks around security
Service Excellence - Process Improvement, efficiency, quality and best practise (Social Responsibility and and Sustainability)
If the project could or will lead to recycling of hardware then
- Create a milestone called 'Recycle - Engagement' so that the project can engage with the Department for Social Responsibility and Sustainability at the appropriate time
- Add a Benefit to the ITI Benefits Management and Realisation log
Is there an opportunity to take advantage of the Green IT Initiative for further funding?
Otherwise set as Not Applicable.
Digital Transformation
Indicate how the project itself is contributing to Digital Transformation.
WIll it use available resources or funding specific to the initiative? e.g. using the services of the ISG Usability Team, applying for Digital Transformation funding. Are we using new techniques or tools or processes in this project that can be used to transform how we work in general?
IS Change Programme - How will the execution of this project promote the Themes
Indicate if the project itself (during plan, execution, implementation) contribute to the themes with the IS Change Programme.
| IS Change Programme Theme | How the project process will contribute to change |
| Project Management | |
| Working Together | Will the project team talk to other colleagues across IS? Can they bring previous experience and fresh thinking to the project? Add working together to your Communcation Plan - go beyond the stakeholders. How will you raise awareness of the project with your colleagues across the divisions? Might you work closer - co-locate, for example? Could the proceses involved in the project itself be improved - what is difficult to do? Is the Admin cumbersome, time-consuming? Add to the Closure Report. Look to guidance from the IS Change Management team on how to approach this.
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| Standards and Technical Leadership | |
| Staff Learning and Development | Is there an opportunity for the project to offer development opportunities for colleagues? Could someone from another team in our division or another ISG division be seconded to the project to provide skills we may be struggling to find in this period? Can we offer a development opportunity for someone in our division at a lower grade - to come into our project and be skilled up, and fulfill a higher grade role for a while? For planning, make sure you allowe the necessary time to engage / recruit in your project, and feed back to the annual plans/forward look? Set out why this project does not or cannot take advantage of this change theme.
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| Service Based Culture | Are we helping the service to shift-left? For services impacted by the change we are delivering : check the Service Catalogue (due for 2016/17) for Service Owner and Service Operations Manager. Confirm with them who should be stakeholders on the project. Also check with head of IS Helpline. Confirm at what stages if the project SO/SOM want represenation and sign-off - especially around Design and UAT and Delivery. Do we need a Handover? Add Stakeholders to these Milestones. Is there a CMDB to update to reflect changes?
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| Equality and Diversity | Planning Discuss the Project Board, project team and key stakeholders with your Sponsor - do the groupings reflect/promote diversity. Be aware of particular periods or dates that may conflict with religious or social or domestic obligations. Design Are we designing a User Interface? Please explicitly ensure that the Design of the UI has been checked for promotion of Equality and Diversity. Add to the Milestone or Create a separate Milestone for Design and QA. e.g. use 'Mx' in the Honorifics section. Are we naming Hardware? Consider a naming convention to highlight or promote Equality and Diversity. Are we designing with best practise in Usability and Accessibility?
Quality Assurance Ensure that appropriate authority is signing off on aspects of Equality and Diversity. Add to the Milestone or create a separate Milsetone for Acceptance Sign-Off. |
| Innovation | Has this project the potential to deliver innovation? The project delivery itself may be an innovation - a new service, for example? But could different ways of doing things be trialled? Could the project team talk to stakeholders and IS colleagues about innovation? Digital transformation is one consideration. List any innovations that were delivered in your Closure Report. If an innovation was tried and failed - also add to the Closure Report - it is ok to fail. |
| Flexible Resourcing | Have we considered contract staff, students and interims (and in future, apprentices)? Can a difficult resourcing situation be resolved by use of fixed term staff or limited secondments? For planning, make sure you allowe the necessary time to engage / recruit in your project, and feed back to the annual plans/forward look? Set out why this project does not or cannot take advantage of this change theme. |
| Communication and Branding | Communication Ensure that you have a session as part ofplanning for Stakeholder identification and analysis. Set out the communication plan by the end of the project brief - or set a milestone date for when you will have this in place if end of planning not possible. Project Manager is the accountable person and will sign-off the milestone.
Branding Are you delivering a new Service or significantly upgrading a new service? If so, then the projec team must engage with the new Branding guidelines and Change Management Theme team for ISG, the branding for the school of college via the college marketing team, the University's Comms and Marketing team - potentially all of these. Use gel.ed.ac.uk to access assets and guidelines for branding of communications, websites, mobiles. Use the Student Digital Guidelines. A milestone must be created for Branding and the Project Manager must sign-off as the accountable person.
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