Closure Report

Project Summary

This project was continuation of EST093 Estates Strategic Reporting. As the scope of the project is considerably clearer than it was back in April 2016, it has been decided to create a new project EST109 to cover the remaining activities. The EST093 project brief was originally created in May 2016. The planning phase was completed and two pieces of business analysis were completed and signed-off. In December 2016 the project was put on hold for a number of reasons (resource constraints, changing business drivers, emerging EDW programme). As a different landscape emerged, the project was re-booted in June 2017. Based upon the current situation, the brief and associated artefacts have undergone a major revision. This document supersedes all previous versions of the brief. To refer back to the original brief, use the following link – https://www.projects.ed.ac.uk/project/est093

Scope

The scope of the EST129 project captured in the project brief and repeated here has been delivered,  with the following exception "the ability to extract data and generate their own custom analysis and reports" is limited to data available in the data universe extracted to support reports in scope of this project". 

The scope of this project is to deliver a strategic reporting solution for the following: Space Management. Covers the definitions and relationships between buildings, floors and rooms. Maintenance Management. Covers the activities of the hard services organisation when executing the ongoing planned and reactive maintenance of the University’s 550 buildings. This covers approximately 60,000 reactive maintenance tasks and 30,000 compliance tasks per annum.

The initial key reporting requirements centre on workload, performance & productivity, cost, and maintenance trend analysis. The solution in question will include: A set of agreed, certified reports. The provision of an ad-hoc query capability to a limited number of suitably trained users, giving them the ability to extract data and generate their own custom analysis and reports. The solution will utilise existing BI/MI services (SAP BI Suite), but based on a new capability; the Enterprise Data Warehouse (EDW).

The creation of the space and maintenance management subject-areas will not only serve the requirements of this project, but also act as a guiding light for all future Estates Management Information, Business Intelligence and strategic reporting projects. 5. EDW EDW is being delivered by a dedicated programme; part of the Digital transformation initiative (DTI). For further information refer to the following link: https://www.projects.ed.ac.uk/programme/dtiedw This project has a strong dependency on the overall EDW programme, and is considered to be an ‘early adopter’ of its services. This will has its advantages and disadvantages as detailed later in the document. The foundation layer within EDW will not actually contain a segregated storage area for Estates data; All EDW data will be stored in such a way that encourages links and relationships between datasets to be made.

The eventual aim (requiring further business data acquisition projects) will be to store all the important Estates data required to drive business intelligence and decision making both within Estates and across the University. This following diagram provide a visual representation of the BI/MI landscape that will be enabled by the EDW programme

Enterprise Data Warehouse Landscape

Objectives and Deliverables

The following reports have been released to production,

The current status on reports delivered is detailed in the following table, based on feedback from Estates Users.  The most likely estimates for fixes to enable business use is 10 days.  The maximum estimate is 15 days.   Estimates are available on known fixes, for several reports Estates will need to complete retests in Production. 

Out of Scope

The following table lists Out of Scope deliverables.  The following out of scope deliverables have been delivered:

1. OS-02 EST092 delivered 3 reports and was closed.  Operational reports have been provided in EST109 for Maintenance reporting.
2. OS-04 Data analysis to enable Estates to solve "data quality issues within Estates Operational systems" has been delivered and is stated in the Production Log Issue a copy is available at the end of this report
3. For OS-05, Removal of existing Estates 'Space Mart' solution, Service Management has started, refer to note D18, In Scope deliverable

Benefits

The listed benefits cannot be confirmed until reports are run in live alongside existing reports.  It is recommended that this area is revisited in an agreed time frame.

For BE- 02 was descoped in discussion with Richard Mann & the Data Architect. The data is in the EDW, and can be readily added to the Space reports, however Richard has confirmed that the underlying finance model the data comes from has been phased out and shouldn't be used.

Analysis of Resource Usage:

Staff Usage Estimate:  312 days

Staff Usage Actual:  679 days

Other Resource Estimate: £xxx

Other Resource Actual: £xxx

Other Resource Variance: xx%

Outcome

This project will close at the end of July 2020.  A budget for 20/21 finance year is not available.  A number of reports are in Retest and others have not met business requirements.  The IS estimates to fix the reports have been provided within this report to enable Estates to prioritise and manage changes as part of Services agreements.  

Explanation for variance

1. Estimates for IS timelines were under estimated for a new technology delivery.
2. There were several changes in personnel (Estates & IS) each change required a knowledge build period.
3. The Project continued without project management support for a period resulting in additional spend.  An agreement has been reached between IS and Estates for a reduction in charges.

Key Learning Points

1. This project raises the risk to projects of changes to key staff.  This is a lessons IS are aware of, and the recruitment strategy has changed from contractor to FTC.  Also, providing dedicated staff to Estates
2. For a period IS continued to work on the project without support of a Project Manager.  As a consequence Monthly reports, the management of Risks and Issues and authorisation from IS and Estates stakeholders were missed.  Adherence to WIS Programme and Project governance must be applied to avoid a repeat.   
3. The 2020 stage of this project has benefited from meetings between IS Data Architect Analyst and BI experts and Estates Users to clarify detail on business requirements.   An earlier engagement of the Data Architect Analyst, BI experts and Estates SME in the Requirements Gathering stage would have avoided redundant work, identified and resolved issues earlier, enabled more efficiencies and would have aligned specifically Maintenance reports closer to business needs.
4. Agreement on detail to include in JIRAs: headers, description of issue, description of fix and rules, for example one issue per Jira should be agreed upfront and called out if not adhered to.  This  would avoid additional communications outside the error resolution process.   
5.  Going forward an Agile iterative approach would be recommended to enable IS to build knowledge on current, constantly updated data and then enable early testing in the Production environment. 

Outstanding Issues

There are several issues  with the reports in production.  It is anticipated that Estates will prioritise fixes based on business needs and manage changes through production agreements.

The incumbent Project Manager will scheduled a performance review with Estates during October 2020 to gather lessons learnt and validate benefits.  Due to Estates priority business demands it is expected that retests will not be completed until October 2020.  

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