ITI Project Brief

 

Document Sign-off

Name Role Date signed off
  Project Sponsor Fraser Muir
  Project Manager Maurice Franceschi
  Programme Manager Maurice Franceschi
  Service Owner Graham Newton
  Service Operations Manager Vlad Zirojevic
  Lead Technician David Savage

 

 

Background

Tablet style devices such as the iPad, primarily used for the consumption, rather than creation of information are increasingly being purchased for the individual, research groups and support use. An MDM (Mobile Device Management) service will allow the deployment of applications, configuration, files and web links to tablet style devices as well as managing security and updates. These devices have no formal support arrangement, often supported by the best efforts of local Computing Officers or those who staff IS Laptop Clinics.

Desktop Services have technology in place that have provided mobile device management to a a few business areas in the university.  This project will engage with a wider set of stakeholders in colleges and business units with the aim of deploying a new university service for Mobile Device Management. This will depend on sufficient commonality of requirements to develop a 'standard' managed device and potentially a limited number of 'special use' cases, and also that the requirements can be met by the existing technology.

In order to offer services (device management and formal support) for these devices, we first need to gather the use-cases within the Colleges, Schools, Research Groups and Support Groups. We also need to gather the demand for such a service, ensuring its viability going forward, in-light of the recently approved Sustainable IT Policy.

 

Scope

Changes to Scope will be logged on the Issue Log and also recorded on the Decision Log.

To gather requirements from the Colleges, Estates and Infosec, come to agreement on a set of common requirements that set out the mobile device configuration and any specialist devices, and to develop  the solution using the existing technology available to Desktop and agree on a support model for tablet style devices, while maintaining an obeyance of the Sustainable IT policy as it pertains to individual University purchased devices.

 

Out of Scope

BYOD devices.

Objectives and Deliverables and Success Criteria

  Description of the Objective  
  Description of the Deliverables needed to achieve the objective  
Objective 1 Deploy an MDM Service to the University by the 31st July 2020 Success Criteria
   Deliverable D1.1 A standard mobile device   

   Deliverable D1.2

One or more specialist devices  
   Deliverable D1.3 OLA/OLAs between Service Owner and Colleges, Business Units  
Objective 2 A sustainable MDM Service  
   Deliverable D2.1 A service which has committed resource and funding for ongoing maintenance, support and development  
   Deliverable D2.2    
Objective 3 A sustainable Technology  

   Deliverable D3.1

Road map for future development of the underling technology  
   Deliverable D3.2 A scalable solution that can expand to bring the service to a widening user base  
Objective 4 A secure Technology  
   Deliverable D4.1 A solution that provides secure access and secure data   
Objective 5    
   Deliverable D5.1    
   Deliverable D5.2    

 

This table can be used through Business and Technical Analysis, Design, Build, and Testing/UAT as a Traceability Matrix to ensure the project brief project objectives and deliverables are followed through.

 

Requirements

Guidance (please remove)

State the known requirements that drive the project.

Who has set this requirement (who owns the requirement).

Ideally we set these as MoSCoW:

MUST - we would see the project as failing totally or partially if these are not achieved

SHOULD - we have a high expectation that these will be doable with planned work and budget - but if necessary these can be descoped

COULD - if all goes very well, these might be possible

WON'T - we want to be explicit about certain things that people might expect us to deliver but we want to be clear we won't deliver

Which deliverables will fully or partially satisfy the requirement?

 

Requirement User / Owner MoSCoW Associated Objective/Deliverable (Ox/Dx.x)
A centrally managed mobile device management a service that meets the requirements of CAHSS. These requirements will be reviewed, agreed and approved by the end of the Requirement Gathering  Fraser Muir Must O1, O2, O3
A centrally managed mobile device management a service that meets the requirements of CSE. These requirements will be reviewed, agreed and approved by the end of the Requirement Gathering  Gareth Poxon Should O1, O2, O3
A centrally managed mobile device management a service that meets the requirements of CMVM. These requirements will be reviewed, agreed and approved by the end of the Requirement Gathering  Alan Gilchrist Should O1, O2, O3
A centrally managed mobile device management a service that meets the requirements of Estates. These requirements will be reviewed, agreed and approved by the end of the Requirement Gathering  Alistair Campbell Should O1, O2, O3
A centrally managed mobile device management that is secure   Garry Scobie Should O4
       

 

Benefits

Benefits management and realisation will be available on the ITI Sharepoint space.

 

1. Improved support for our students and staff, by ensuring devices have pro-active configuration and management that keeps devices up to date

2. Improved security by pro-active management that keep devices secure by up to date security upgrades and patches

3. Less effort locally to support mobile devices

4. Clear structure for supporting tablet style devices using  clear use-case driven device categories.

6. Asset management of tablet style devices.

 

Governance

Portfolio Governance  

Role Name Division / Group / Team / College / School and Title
Project Sponsor Fraser Muir CIO CAHSS
Programme Owner Graham Newton Section Head, Desktop Services
Programme Manager Maurice Franceschi ITI Portfolio Manager, ITI
Portfolio Owner Tony Weir Director, ITI
Portfolio Manager Maurice Franceschi  
Service Owner / Service Operations Manager Graham Newton Vlad Zirojevic Desktop Services

 

Project Board

No project board 

 

Role Name Division / Group / Team / College / School and Title
Executive    
Senior User (may be the Executive)    
Senior Supplier    
Other board members    
    c

 

Tolerances

No tolerances specified

 

Resources Skills and Cost

Budget

To be confirmed after Requirements Gathering and confirmation 

 

Priority and Funding

This is a Higher Priority project.

Funding from Core budget.

 

Project Team

 

Role Name Division / Group / Team / College / School and Title
Project Manager Maurice Franceschi  
Technical Lead and other technicians David Savage  
Business Analyst    
Business Lead(s)    
Procurement Advisor    
Service Contact Graham Newton Vlad Zirojevic  
User(s) - who will help in analysis, testing and sign-offs Fraser Muir Gareth Poxon Alan Gilchrist Alistair Campbell Garry Scobie CAHSS CSE CMVM Estates Infosec
     
     

 

Quality of Project and Deliverables / Key Project Milestones

Guidance (please remove)

The milestones are a key tool in ensuring that the project process itself is followed as set out by ITI, and that the product deliverables are to the required Quality.

Edit this template to list the key Milestones and who signs off on these milestones. Add milestones for Security, Accessibility,  UX, as required.

For medium and large projects, a project plan - MS Project, Gantt, or other - can be added to the Plan Log and revised as project progresses. The approach can be stated here.

You can also mention the approach the project is taking to set, measure and confirm the quality of the deliverables

 

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

25/11/19

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.

14/2/20

Sponsor, PM, Programme Manager, Section Head(s)

End of Analysis

quality and completeness of analysis Analysis will focus on a Workshop on 27/2 to review all stakeholder requirements, come to agreement on which will constitute requirements for a mobile device to be managed centrally, and any specialist devices

 

14/3/20 business analyst / business lead / senior user / PM
End of Design quality and completeness of design 28/3/20 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 28/3/20 technical lead / senior supplier/ business lead / senior user
End of Build quality and completeness of build 22/5/20 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 26/6/20

technical lead / senior supplier /business lead / senior user /business analyst /PM

 

Security QA deliverable satisifies security 26/6/20 infosec
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 TBC PM / Service Owner / Equality Officer
GDPR / PIA Check if your project needs to undergo a Privacy Impact Assessment TBC PM / Service Owner / CISO
GoCAB Set the appropriate date for informing GoCAB of the release/change to service TBC PM

Delivery

Change to Service can proceed

30/6/20

Sponsor, PM

service owner/ service operations manager (helpline)

Handover to Support support can take over running of the Service17 14/7/20 service owner/ service operations manager (helpline)

Closure

Project can close

31/7/20

Sponsor, PM

 

Assumptions

That the current technology can satisfy the key requirements of our stakeholders

That there is sufficient commonality of requirements to allow a single standard device

Constraints

Current technology may impose limitations

Risks

Conflicting requirements that prevent a common device

 

Issues

 

Previous Lessons Learned

Guidance (please remove)

Does the ITI Lessons Learned (see ITI Projects Sharepoint) indicate any issues or risks from previous projects? Is any other previous experience pertinent?

 

Dependencies

Guidance (please remove)

Are there other projects or work that this project is dependent on to start or possibly interact with at a later stage - or vice-versa that depend on this project.

Are we depending on certain events to take place?

Are we dependent on suppliers, or product releases?

 

 

Communication

 

Guidance (please remove)

For projects with an array of external stakeholders, a Communication Plan can be created and made available on the ITI Sharepoint space if preferred.

Also confirm that :

Project Sponsor and Project Manager meeting schedule has been agreed with Sponsor.

Project Team meetings schedule has been arranged (these may be combined with Sponsor meetings).

 

Check the ITI Annual Planning Engagement with Stakeholders on ITI Sharepoint to see the level of engagement our partners expect for your project

Check the ITI Forward Look to see if your project wil be using the Major Governance Toolkit.

                          

 

Run / Grow / Transform

Transform  

Alignment with Strategic Vision  

Guidance (please remove)

This project will deliver benefits, change and innovations in alignment with the IS Strategic Vision and the University's Strategic Vision for 2025. ** Check the Annual Plan on ITI Sharepoint to see how the project's deliverables and benefits have been aligned to Run/Grow/Transform and the Strategic Themes **

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 X
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 X

 

University's Strategic Vision for 2030 the main elements of the vision that this projects contributes to are highlighted in bold.

People

Commentary

Student

X

Staff

X

Alumni

 

Other

 

Research

 

Researchers

 

Industry

 

Teaching and Learning

 

Students

X

Staff

X

Social and Civic Responsibility

 

Local Community

 

Volunteering

 

City Region Deal / DDI

 

 

 

Digital Transformation Commentary
Describe how the changes this project delivers will contribute to the digitial transformation of the Service                               

 

 

IS Change Programme - How will this project's Deliverables and Benefits promote the Themes  

Guidance (please remove)

Indicate if the project deliverables and benefits contribute to the themes with the IS Change Programme.

 

IS Change Programme Theme How the project deliverables and benefits contribute to change
Project Management  
Working Together X
Standards and Technical Leadership X
Staff Learning and Development  
Service Based Culture  
Equality and Diversity  
Partnerships and Philanthropy  
Flexible Resourcing  
Communication and Branding

 

 

Service Excellence - Information and Security

 

The MDM service will provide a much more secure environment for our students and staff.

 

Service Excellence - Process Improvement, efficiency, quality and best practice (Social Responsibility and and Sustainability)

Guidance (please remove)

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 (ITI Projects Sharepoint)

Is there an opportunity to take advantage of the Green IT Initiative for further funding?

Otherwise set as Not Applicable.

 

 

Digital Transformation

Guidance (please remove)

Indicate if and how the project itself is contributing to Digital Transformation.

WiIl 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

Guidance (please remove)

Indicate if the project itself (during plan, execution, implementation) contributes to the themes with the IS Change Programme.

Some expectations and suggestions from ISG Directors - what to think about for each them when planning the project   some_expectations_and_suggestions_from_isg_directors.pdf

 

IS Change Programme Theme How the project process will contribute to change
Project Management  
Working Together

 

Guidance (please remove)

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 Communication 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 processes 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.

 

 

Standards and Technical Leadership  
Staff Learning and Development

Guidance (please remove)

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, fulfil a higher grade role for a while?

For planning, make sure you allow the necessary time to engage / recruit in your project, and feed back to the annual plan/forward look?

 

 

 

Service Based Culture

Guidance (please remove)

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 representation and sign-off - especially around Design and UAT and Delivery. Do we need a Handover? Add Stakeholders to these Milestones. Is there a CMDB entry to update to reflect changes?

 

 

Equality and Diversity

Guidance (please remove)

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? Are we designing with best practice in Usability and Accessibility for all devices?

Please explicitly ensure that the Design of the UI has been checked for promotion of Equality and Diversity. e.g. Use 'Mx' in the Honorifics section- - but do we even need honorifics - how much information do we actually need to collect from a user?

Does our interface make assumptions about the kinds of people our users are?

Do we accommodate people who are at a distance, working flexibly, may not wish to be identified by gender, race, age or show a photo?

Do we give options as to what services users might want or do we assume they will want what we want, or what users have wanted in the past?

Are we being creative in thinking about use cases beyond the metrics and other ‘evidence' we have for users in the past - not simply recreating/perpetuating old ways of working? How are we naming a Service (or even Hardware) ?

Consider a naming convention to highlight or promote Equality and Diversity.

Do we have the opportunity in this to promote role models or show our understanding of diversity?

Would this give us an additional route for comms or stakeholder engagement? e.g UCL named their HPC ‘Grace’ https://www.ucl.ac.uk/isd/news/isd-news/research-it/introducing-grace which gave them an added ‘good news story’ and a chance to dispel myths that there are no women in computing.

Quality Assurance: Add a Design Milestone and a separate Milestone for Acceptance Sign-Off.

The Design Milestone confirms that the UI has been checked for promotion of Equality and Diversity, and that we have designed an inclusive UI.

Add to the Design Milestone, or better, create a separate Usability Milestone for Design and QA.

There must be a separate EqIA Milestone to show that this has been done.

Ensure that appropriate authority is signing off on the legal aspects of Equality and Diversity.

 

 

Partnerships and Philanthropy

Guidance (please remove)

Does/can/might this project promote or leverage partnerships?

Are there any philanthropic aspects around the execution of this project - are we providing free resources or software, for example?

 

 

 

Flexible Resourcing

Guidance (please remove)

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 allow the necessary time to engage / recruit in your project, and feed back to the annual plan/forward look.

 

 

 

Communication and Branding

Guidance (please remove)

Communication: Ensure that you have a session as part of planning 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 project team must engage with the new Branding guidelines and Change Management Theme team for ISG, the branding for the school or 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.

 

Quality Assurance: A milestone must be created for Branding and the Project Manager must sign-off as the accountable person.

 

 

 

 

 

Project Sponsor – Project Responsibilities

The sign-off milestones are associated with specific responsibilities of the Sponsor role .

Guidance (please remove)

This sets out the Sponsor responsibilities on this project - please review and amend as appropriate for this project and agree with Sponsor

Start of project – Explicitly Included in the Initiation Milestones Sign-Off

  1. Negotiates and confirms funding for the project
  2. Ensures the project is in line with organisational strategy and priorities
  3. Chairs the project board, appoints its members and ensures they are effective
  4. Advises the project manager of protocols, political risks, issues and sensitivities
  5. Makes the project visible within the organisation  

End of Planning – Explicitly Included in the Planning Milestone Sign-Off

  1. Works with the project manager to develop the Project Brief
  2. Ensures a realistic project plan is produced
  3. Sets tolerance levels for escalation to themselves and to the project board
  4. Ensures that project team have representation and engagement from users and suppliers
  5. Helps identify Stakeholders
  6. Approves Communication Plan
  7. Agrees on frequency of meetings with Project Manager
  8. Agrees of frequency of meetings with Project Team
  9. Agrees on milestones and who signs-off

 

Execution – ongoing

  1. Provides strategic direction and guidance to the project manager as directed by the Board
  2. Approves changes to plans, priorities, deliverables, schedule
  3. Encourages stakeholder involvement and maintains their ongoing commitment
  4. Chief risk taker
  5. Makes go/no-go decisions
  6. Communicates change in organisational structure, priorities, business benefits or funding
  7. Helps the project manager in conflict resolution
  8. Helps resolve inter project boundary issues
  9. Gains agreement among stakeholders when differences of opinion occur
  10. Assists the project by exerting organisational authority and the ability to influence  

Delivery – Explicitly Included in the Delivery Sign-Off

  1. Ensures that Service is ready for change

 

Closure - Explicitly Included in the Closure Milestone Sign-Off

 

  1. Helps with publicity for the change delivered
  2. Ensure that benefits will be managed, measured and realised post-project
  3. Evaluates the project’s success upon completion

Project Info

Project
Deployment of MDM Service
Code
DST201
Programme
ITI - Desktop Services (DST)
Management Office
ISG PMO
Project Manager
Maurice Franceschi
Project Sponsor
Vladimir Zirojevic
Current Stage
Execute
Status
In Progress
Project Classification
Transform
Start Date
25-Nov-2019
Planning Date
18-Sep-2020
Delivery Date
30-Sep-2022
Close Date
07-Oct-2022
Overall Priority
Normal
Category
Discretionary

Documentation

Plan