Overview

Background

University of Edinburgh Estates annual expenditure will increase between 2016 and 2020 to an average of £150m/annum, peaking at £176M.  This increase in demand requires a similar capacity increase in scale and scope of personnel, processes, cultures and systems.  Analysis performed by Price Waterhouse Coopers (PWC) in March 2016 made a number of recommendations, summarised below.

  • Additional management capacity will be required to cope with the increased volume of work that will be required of the Estates Department;
  • Processes will be required that allow the Estates Department’s leadership to oversee the capital programme as a programme, rather than a collection of individual projects, and key day-to-day project management activities, for example reporting, should be streamlined;
  • Investment in systems and tools will be required to allow the Estates Department to plan and manage the capital programme effectively; and
  • A programme-based approach to governance will be required to ensure that oversight and scrutiny is focused on the right areas

Estates have initiated a programme known as Estates Capital Programme Strategy to make the above improvements.  This programme is split into a number of workstreams, including Enterprise Project Portfolio Management (EPPM).

EPPM seeks to develop a new technical solution to improve Estates capabilities in Capital and scenario financial planning and Project management within the Estates Development function. Estates have commissioned IS to deliver this workstream.  The EPPM workstream will be delivered in phases:

  • EST102: Estates Capital System Procurement
  • EST103: Estates Capital System Implementation
  • EST104: Estates Capital System Embed & Optimise

 

Scope

The primary objective of the EST102 project is to procure Enterprise Project Portfolio Management (EPPM) software and supporting services and consultancy, including:

  1. Identification of an EPPM application (including associated applications) to align with Estates Capital Programme Strategy goals;
  2. Purchase of software licenses for 25 Estates Project Managers and Support staff;
  3. Purchase of software (application and database) support for 3 years (plus an option to extend for a further 2 and 4 years);
  4. Purchase of Software-as-a-Service (SAAS) hosting solution for 3 years (plus an option to extend for a further 2 and 4 years);
  5. Technical implementation and configuration of the application to meet UoE Estates and IS goals;
  6. Solution implementation, transition and handover of a stable, supportable solution to a business-as-usual (BAU) support team.

This project will close with either the signing of Terms & Conditions of contract with a preferred bidder, or signoff from Estates and Procurement of a high-impact risk such that procurement is unable to continue in its agreed form, under OJEU conditions.

Out of Scope

This project will be followed by EST103: Estates Capital System Implementation and EST104: Estates Capital System Embed & Optimise.  These projects will be defined separately as the details of the procured application becomes clearer.

  • EST103: Phased delivery-packaged technical design, implementation, transition and handover of a stable, supportable solution into Business-As-Usual (BAU) support team.  EST103 will deliver EPPM ‘must haves’
  • EST104: The capture of emergent requirements which develop from EST102 or EST103.  This project will run in parallel with EST103 and will deliver the ‘should haves’.  It is anticipated that EST104 will operate an Agile methodology of rapid ‘fail fast and fix’ resolution to minimise delivery time

This project follows:

  • Estates transformation analysis performed by Price Waterhouse Coopers in May 2016;

Faithful & Gould’s scoping study of November 2016.   

Strategic Alignment

The project aligns with UoE ISG and Estates business and technical principles as incorporated within the following key programmes of work:

  • UoE Information Services Group programme approach as incorporated into the Service Excellence, Digital Transformation and Core Systems programmes;
  • Estates IS Strategy.  This will be defined as part of the document-set supporting the EST103: Estates Capital Systems Implementation Project Brief (expected before end 2017);
  • Estates IS Programme to ensure systems stability and maintenance of Estates business processes;
  • Estates Capital Programme Strategy - the overarching Estates programme of which EPPM is one workstream.

Objectives & Deliverables

A number of deliverables will be procured from one supplier via a formal OJEU procurement.  The individual deliverables exist in discrete markets so it is likely that consortiums rather than individual vendors will bid, giving rise to some additional risk.  In addition, the requirements below are ‘Must haves’ and are all of high priority. 

  1. Identification of an EPPM application (including associated applications) to align with Estates Capital Programme Strategy goals: We expect the application to be ‘Enterprise-grade’, with the capability to operate within a Core Systems landscape.
  2. Purchase of software licenses for 25 Estates Project Managers and Support staff: At the outset, it is expected that 20 Estates development Project managers plus up to 5 support staff will be licensed for EPPM.  The solution will be scalable, allowing an expansion of user numbers at a later stage if required.  The solution will be designed to be “out of the box”, customised code will be avoided, and the solution will be tailored to UoE needs by configuration.
  3. Purchase of software (application and database) support for 3 years (plus an option to extend for a further 2 and 4 years): As the Estates Operating Model is under review, it is prudent to ensure flexibility in the 3rd party support model.  We will also take account of the commercial benefits of longer-term engagements.
  4. Purchase of Software-as-a-Service (SAAS) hosting solution for 3 years (plus an option to extend for a further 2 and 4 years): Aligning with UoE’s IS Strategy, we will procure a solution delivered via SaaS.  In recognition that this solution will be operating in a rapidly-changing environment, we expect to specify a relatively short initial period for SaaS, with options for extension.  We will also take account of the commercial benefits of longer-term engagements.
  5. Technical implementation and configuration of the application to meet UoE Estates and IS goals: We will engage a 3rd party to work with our internal stakeholder groups to perform Business Analysis, Technical Design and configuration of the application in line with existing business and IS requirements.
  6. Solution implementation, transition and handover of a stable, supportable solution to a business-as-usual (BAU) support team:

In addition to technical implementation, it is desired that a formal transition, GoLive and BAU Operating Model be considered to ensure ‘whole-life’ solution stability.

  1. Alignment with Estates IS Programme, Information Services Programmes and Estates Capital Programme Strategies The transition and BAU Operating models, in addition to the approach taken for design, will be defined based on a strategic approach considering all parallel UoE activities.

Note that further details of these deliverables will be expanded within the EST103 project brief and Estates Portfolio Strategy documentation, expected by end 2017.

The procurement is competitive and we will use the following mechanisms to discriminate between vendors and ensure that the optimum solution is found:

  • Written answers to business and technical questions concerning UoE mandatory and optional requirements to be scored according to business and technical criteria;
  • Demonstration of the application showing key business functionality can be met;
  • Demonstration of skill and experience from the proposed vendor project team in CVs and live interview;
  • Uptake of customer references from the vendors.

 

Benefits

The project will procure a new solution which will bring the following benefits to the Estates business:

  • The capability to efficiently and effectively present a range of capital planning scenarios will support more sophisticated and evidence-based management decision making when considering the delivery of the capital plan;
  • A single ‘source of truth’ of expenditure, funding and progress across all projects by school, college or campus will provide more complete, accurate and transparent information on expenditure profile, funding sources and progress status of projects for stakeholders;
  • A standardised and auditable set of processes and procedures for managing programmes and projects will provide enhanced governance to the delivery of the Capital Programme projects enabling greater visibility of costs, risks and use of resource.

 

Success Criteria

 

What

Details

SC1

All deliverables are procured within agreed time and budget

See Capital Programme Strategy document

SC2

Procured deliverables are aligned with Estates business goals and programme

 See PWC and Faithful & Gould proposals and scoping study

SC3

Procured deliverables are aligned with Estates IS and UoE IS programme goals

See Estates IS Strategy document

Project Milestones

Milestone

Date

Project Start

20/02/17

Project Planning

31/05/17

ITT Issue

27/07/17

Indicative Contract Award

27/11/17

Final Contract Award

29/12/17

Project Close

29/12/17

Project Info

Project
Estates Capital System Procurement (EST102)
Code
EST102
Programme
Z. Estates Capital System (ECS) - CLOSED
Management Office
ISG PMO
Project Manager
Lyn Thomson
Project Sponsor
Anna Stamp
Current Stage
Close
Status
Closed
Start Date
04-Nov-2016
Planning Date
31-May-2017
Delivery Date
25-May-2018
Close Date
22-Jun-2018
Programme Priority
1
Overall Priority
Higher
Category
Discretionary

Documentation

Initiate