Closure Report
Project Summary
The Deister system supports building key management. The system controls the issue of building master keys and other accountable keys, vehicles etc. The system is supported by Deister Ltd, . An annual maintenance contract including software support is included in this support. The server operating system was updated to Windows Server 2012 in July 2021. On 5th November 2021 an issue was logged with the help desk as users could not access the system. The problem was caused by the CPU on the server having reached its maximum limits. This was stopping logging onto the server software. After speaking with Deister it was confirmed that both a software and a server upgrade was required to resolve the issue.
This project (EST138) was established tin November 2021 o deliver this upgrade. The project was treated as a higher priority as it prevents new staff or additional staff access to key cabinets. Initial scope focused on the implementation of a new server and configured software. One live Server was order and configured with the new software replicating the current as-is set up. A TEST server was not required as the cabinets can only be configured to link to one Deister server. This was not an issue for go live, issues raised related to local workstations. On 1st June 2022, additional scope identified, by ISG Production, the decommission of existing Server and software. The initial and additional scope have been met.
Objective and Deliverables Achieved
The objective was to resolve an issue with user access to the system by providing an upgrade to the server and the configuration of new software, based on recommendation from the third party Deister.
|
No. |
Description |
Priority |
Deliverable Met? (Yes / No) |
Comments |
|
O1 |
Implementation of new system on premises at UoE |
MUST |
D1. Procure and technical build of one virtual servers for services (software and database).
Status - Fully Delivered |
Milestone changed, due to:
Delivery completed. Technical support documentation (TAD) have been completed. Issue to be resolved ISG Dev/Production to enable Deployment checklist to be completed. |
| MUST |
D2. Configuration of Deister (Proxsafe) software to meet UoE requirements
Status - Fully Delivered |
Milestone changed, due to:
Delivery completed 28th March 2022. Technical support documentation (TAD) has been completed. Issue to be resolved ISG Dev/Production to enable Deployment checklist to be completed. |
||
| MUST |
D3. Training. Status Status - Fully Delivered |
Approach Diester trained the Trainer who in turn trained users. | ||
| MUST |
D4. Technology sign off Status - Fully Delivered |
Milestone changed, due to reason stated in the previous section. In addition post Go Live two issues identified which impacted access to some key safes and cabinets. The resolution of the issue was delayed due to missed Asta bookings for ISG resource. Issue identified as local workstation that was resolved by reboot. Delivery completed 28th March 2022. Deployment Sign off changed to 18th July. Reason for delay was staggered holiday leave. Technical support documentation (TAD) has been completed. Issue to be resolved ISG Dev/Production to enable Deployment checklist to be completed. |
Additional scope identified 1st June:
|
No. |
Description |
Priority |
Deliverable Met? (Yes / No) |
Comments |
| 02 | Decommissioning of legacy system | MUST |
D5. Full decommissioning of existing system and supporting IT infrastructure Status Status - Fully Delivered |
This extended Deployment sign of and Close date of the project however additional time/effort for ISG to support within budget. Technical support documentation Decommission Deployment checklist has not been completed. Issue to be resolved ISG Dev/Production to enable Deployment checklist to be completed. |
Breakdown of Resource Usage (estimate versus actual):
Need to revisit start of week 25th July
| Resource Area/Team | Original Estimate (days) | Actual (days) | Difference |
|---|---|---|---|
| ISG Project Manager | 5 days | 5 days0 | 0 day |
| ISG Development Lead | 5 days | 5 days 0 | 0 day |
| ISG Operations Lead |
3 day |
3 day | 0 day |
| ISG Senior Supplier | 1 day | 0 days | - 1 day |
| ISG Other IS (EA, InfoSec) | 1 day | 0 days | -1 day |
| ISG Contingency | 5 days | 5.5 days | 0.5 day |
| Total | 20 Days | 18.5 Days | 1.5 days |
Explanation for Variance Resource usage
20 days assigned to project, 18.5 days actual effort recorded. Variance in usage by ISG resource is stated below:
- ISG Project Manager delivered on estimate despite 3 changes to Project Manager lead. This was achieved in part through recording of activities against allocated Portfolio and Programme time budgets.
- Senior Supplier was also the ISG Portfolio owner activities: brief and closure were recorded against Portfolio. No time recorded against project.
- Info . Security were not called on to support project. No time recorded against project.
- ISG Development deliverables changed post brief this accounts for increased effort of 0.5 days, this has been represented as difference 0.5 day against ISG Contingency:
- Activities: Brief review, order server and build Server (within initial scope) and configure software (additional scope) including paperwork accounted for 5 days.
- Trouble shooting included in ISG Contingency Actual. Three days allocated against ISG Contingency Actual.
- Time was not allocated to scope change for activities in support of decommission. 2.5 days allocated against ISG Contingency Actual.
- ISG Operations Lead estimate matched actual. Actual time included tasks to support addition in scope, the decommission activity and support for troubleshooting.
Analysis of Milestones
| Stage | Milestone | Original Date | Previous Date | Current Date | End of Stage | Complete | Date Completed |
| Initiate | Initiate (Major) | 07-Jan-2022 | 01-Feb-2022 | 18-Nov-2021 | Yes | Yes | 18-Nov-2021 |
| Plan | Planning (Major) | 03-Feb-2022 | 01-Mar-2022 | 26-Nov-2021 | Yes | Yes | 24-Nov-2021 |
| Deliver | Deliver (Major) | 08-Apr-2022 | 08-Jul-2022 | 18-Jul-2022 | Yes | Yes | 22-July-2022 |
| Close | Close (Major) | 22-Apr-2022 | 21-Jul-2022 | 28-jul-2022 | Yes | No | 28-July-2022 |
| Accept | Deployment Sign Off | 24-Jan-2022 | 17-Jun-2022 | 28-Mar-2022 | No | No | 28th March 2022 |
Explanation for changes to milestones
Project delayed due to:
Milestone Delivery:
- Unexpected technical issues post go-live - ISG staff worked closely with Diester to resolve issues
- Availability of ISG PM resources - diverted to Higher Estates projects (EST129 Estates Business Readiness and Adoption of P&M) and leave commitments
- Availability of ISG technology resources due to other work, leave and unplanned requests for remedial work post go-live
- Availability of supplier resources
- Additional scope, decommission activities identified on 1st June 2022.
Milestone Close:
- Close sign off delays based on difference view on status ISG Dev./Production Decommission activities and how to apply policy on Default /Deny.
Outcome
The project is approved for closure as of 22nd July 2022 by Estates: Project Sponsor, Business Lead, Senior Supplier & ISG: Project Manager, Portfolio Manager & Programme Manager and buy ISG Development Lead.
The project is not approved for closure as of 25th July 2022 by Operations Lead & Production Lead whilst agreement to be reached on resolution for a Windows Server setting: how to apply policy on setting "Default Deny" setting for windows server. Noted issue closed this project as this is not project specific.
The outcomes as listed below have been delivered and validated with Stakeholders and where appropriate with support technical documentation:
- New Server and software configured enabling key Estates staff and new starters access to secure key cabinets
- System performance is as expected.
- Additional activity to decommission existing server and software completed.
Key Learning Points
The following lessons learned were identified by stakeholders in the project:
| Ref | Title | Description | Recommendation(s) | Stage | Impact | Priority | Theme |
| 1 | 3rd party suppliers must be consulted and agree on implementation tasks and schedule. Work should be realistically balanced between external and internal resources. | Deister did not have capability to support all deliverables defined in brief. ISG Development stepped in to provide a higher level of support. | It is recommended that 3rd party suppliers must be consulted and agree on implementation tasks and schedule. Work should be realistically balanced between external and internal resources. | Plan | Was detrimental | Normal | Management of a Project |
| 2 | Additions to scope should be added as new Milestones |
Decommission of existing server and software was identified post Technical sign off. This should have been included from outset and was an oversight from ISG. Approach was then to extend Delivery & Close date of the project. In fact, partially working software was delivered considerably early but this detail was lost from the milestone plan. |
|
Execute | Should implement as good practice | Normal | Management of a Project |
| 3 | Induction for new starts in Project Services ISG Estates resources rely on ISG colleagues in production and development to confirm deliverables from these functions. | Project delivery typically relies on inputs from colleagues in Development, Production, Service Management and Enterprise Architecture. Current induction process does not clearly enough cover the inputs. | Induction training for Project Services staff should include organisation charts for Applications Directorate and ISG. It should also include more detailed information on responsibilities and deliverables supported by each of the Applications Directorate teams. | Initiate | Should implement as good practice | Normal | Management of a Project |
Outstanding Issues
As of July 2022 there are no outstanding issues for this project.