ITI Project Brief - RSS206 DataSync Refresh

Document Sign-off

     Name

     Role

      Date signed off     

   Maurice Franceschi   

   Programme Manager

         06/12/19

   David Fergusson

   Service Owner/ Project Sponsor

         06/12/19

   Peter Sanderson

   Project Manager

         06/12/19

   Jan WInter

   Senior Business Supplier - RSS Systems   

         06/12/19

   Mike Wallis

   Senior Business Supplier - RSS Support

         06/12/19

 

Background

This Project is to upgrade the following RSS provided Services to the latest version to enable best Service Support and Benefits:

-DataSync

DataSync is an important secure dropbox like service with access to DataStore and allows researchers to share data internally and externally.

DataSync is a Dropbox-like file hosting service for Staff and Research Post-Graduates (PGRs).

Features:

  • A Dropbox-like file-hosting service
  • No sign-up needed - automatically provisioned for Staff and Research Post-Graduates (PGRs)
  • Login using your Active Directory (AD) username and password
  • Data stored at the University of Edinburgh and managed by Information Services
  • 20GB DataSync storage with the ability to connect to your personal or group share on the RDM DataStore
  • File sharing with colleagues anywhere
  • Access your documents anywhere
  • File synchronisation

-Subversion (SVN)

Subversion (SVN) is a Version Control Services available for users from Research Services and is suitable for larger projects that require centralisation or granular access control.

 

This project will:

  • Upgrade the DataSync Service - Platform and Software
  • Provided DataSync 3rd Party Support for 1 year
  • Upgrade the Subversion/SVN Service - Platform and Software

(Planned for, but subject to Management decision in Jan 20)

  • Retire Subversion/SVN

(Subject to Management decision in Jan 20)

 

Scope

The following Services are in scope of this project:

  • DataSync
  • Subversion /SVN

Any changes to Scope documented in this Project Brief will be via a Change Request, recorded on the Issue, Change and Decision Logs in the Projects RAIDD xls.

 

Out of Scope

The following Services are out of scope of this project:

  • All other RSS Systems/Services

Objectives and Deliverables and Success Criteria

The overarching objectives of this project are to (via the help of various 3rd parties):

  1. Carry out a DataSync Upgrade (ownclound Vrs 10.3.1)
  2. Upgrade DataSync Server VM to Centos 8
  3. Implement a new DataSync Support Contract
  4. Carry out a Subversion Upgrade (SVN latest Vrs 1.12.2 / 25 July 2019)
  5. Upgrade Subversion Server VM to Centos 8

All whilst providing the correct levels of support, training and technical documentation.

This will improve deploy-ability, maintenance, functionality, manageability and performance for the users.

The duration of the project is expected to be 8 months from the start of the Financial Year and not the Approval and Sign Off of the Project Brief.  This may reduce subject to a management decision on the retirement of Subversion in Jan 20. 

 

Unless otherwise indicated, the objectives and deliverables are a success when accepted by the Project Sponsor and the Service Owner as listed in the Requirements Success Criteria.

    Objective

     Description of the Objective

     Success Criteria

 

Description of the Deliverables needed to achieve the objective

 

  Objective 1                           

Upgrade DataSync to latest Version of owncloud (Vrs 10.3.1)

-DataSync has been upgraded to owncloud (Vrs 10.3.1) and works Successfully -SSH Keys can be Used correctly on the new Upgraded System -All current Users Migrated over

  Objective 2

Integration of DataSync to DataStore

-A Custom Script is produced for Successful SSH keys for DataSync to DataStore Integration

  Objective 3

Subversion / SVN Vender Selection

-A Vender capable of Successfully Upgrade Subversion -Cost is within Budget

  Objective 4

Upgrade current Subversion/SVN to the latest Version of SVN

(Vrs 1.12.2 / 25 July 2019)

-Subversion has been upgraded to SVN (Vrs 1.12.2 / 25 July 2019) and works Successfully -All current Users Migrate over

  Objective 5

Decommission Subversion / SVN

(if required)

-Old Subversion/SVN is Decommissioned Successfully

 

Requirements

Requirements are what is required and aligned to deliver the project objectives and deliverables to ensure the benefits recorded are realised.  These are documented in the RAIDD Log on the RTC TAB.

Requirements are set 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 de-scoped

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

 

Benefits

The benefits to this project delivery are:

  1. By upgrading the current DataSync Service, the Service will be updated to current supported owncloud Software Version (Vrs 10.3.1)
  2. By upgrading the current DataSync Platform, it will resolve outstand security concerns caused by the older version of platform
  3. By upgrading the current DataSync Platform, it will replace the old (legacy) virtual servers for owncloud and run on a new Centos 8 platform
  4. 1 year of support from Vender for owncloud
  5. By upgrading the current Subversion Service, the Service will be updated to current SVN Software Version
  6. By upgrading the current Subversion Platform, it will resolve outstand security concerns caused by the older version of platform
  7. By upgrading the current Subversion Platform, it will replace the old (legacy) virtual servers for Subversion and run on a new Centos 8 platform
  8. Subversion Platform to be removed, reducing RSS commitment; if Magt Decision is to retire Subversion

Governance

Portfolio Governance

Role

Name

Division / Group / Team / College / School and Title

Project Sponsor

David Fergusson

IT Infrastructure Division / RSS / Edinburgh University

Programme Owner

N/A

N/A

Programme Manager

Maurice Franceschi

IT Infrastructure Division / University of Edinburgh

Portfolio Owner

N/A

N/A

Portfolio Manager

N/A

N/A

Service Owner

David Fergusson

IT Infrastructure Division / RSS / Edinburgh University

 

Project Board

Role

Name

Division / Group / Team / College / School and Title

Project Sponsor

David Fergusson

IT Infrastructure Division / RSS / Edinburgh University

Service Owner

David Fergusson

IT Infrastructure Division / RSS / Edinburgh University

Project Manager

Peter Sanderson

Projects Services / RSS / Edinburgh University

Senior Business Supplier - RSS Systems

Jan Winter

IT Infrastructure Division / RSS / Systems Team / Edinburgh University

Senior Business Supplier

- RSS Support

Mike Wallis

IT Infrastructure Division / RSS / Support Team / Edinburgh University

Tolerances

The following are the tolerances for this project at which point the Project Manager must request approval of the change from the Sponsor and / or the Board via the Change Request process.

Escalating to programme/portfolio manager will be under direction from the Project Sponsor.

 

Tolerance

         Level

       +/-

Remarks

Budget

       £80,000

  £8,000

No need for escalation if under

Timeline

      8 Months

  4 Week

No need for escalation if under

Scope

As Documented

  1

Any Change

Quality /

Success Criteria

As Documented

  1

Any Change

 

Resources Skills and Cost

Initial Resources are were based on a project start up estimate provided and approved at the start of the project:

  • RSS Resource                               46 Days
  • IT PM                                             34 Days
  • College/Schools                            0 Days
  • External Development            23.5 Days (TBC)

(Subject to change with further analysis and Planning)

  • RSS Resources                             46 Days
  • IT PM                                             34 Days
  • College/Schools                            0 Days
  • External Development            23.5 Days (TBC)

Budget

The total budget calculated for the Project is calculated in the table below with £20k Capital + £60k Revenue

Spending:

Internal

Resource

Required

Expected

Project Cost

Remarks

College / School resources

- Various Stakeholders

  0 Days

  0 Days

No Project Cost

 

ITI Resources

- David Fergusson

- Jan Winter

- Barry Horne

- Mike Wallis

  10 Days

    8 Days

  16 Days

  12 Days

  10 Days

     8 Days

   16 Days

   12 Days

No Project Cost

No Project Cost

No Project Cost

No Project Cost

 

User Services

- N/A                   

     0 Days

      0 Days

No Project Cost

 

Project Services

- Peter Sanderson

- Maurice Franceschi

   29 Days

     5 Days

    29 Days

      5 Days

Capital Spend

No Project Cost

 

Totals   

 

   80 Days

    46 Days

    (RSS)

 

Approved

 

External

  Resource

  Required

Expected

Project Cost

Remarks

owncloud

**OCF

**NobleProg

- Internal

- Internal

- Internal

    10 Days

       4 Days

 13.5 Days

    10 Days

       4 Days

  13.5 Days

£34,600 (R)

£3,720 (R)

£27,000 (R)

 

Initial + TBC

Initial + TBC

Totals   

 

23.5 Days   

 23.5 Days   

£34,600+£27,000 (R)

£61,600 (R)

 

**Either OCF or NobleProg; max taken for calculations

Priority and Funding

Priority                                                          - 1

 

UoE Funding      Approved                         - £80,000            - (20k Capital + £60k Revenue)

UoE Funding      Required                          - £80,000            - (20k Capital + £60k Revenue)             

 

Project Team

Role

Name

Division / Group / Team / College / School and Title

Project Sponsor  

David Fergusson

IT Infrastructure Division / RSS / Edinburgh University

Project Manager

Peter Sanderson

IT Infrastructure Division / Project Services / RSS / Edinburgh University

Senior Business Supplier RSS Systems

Jan Winter

IT Infrastructure Division / RSS / Systems / Edinburgh University

Business Supplier

RSS Systems

Barry Horne

 

IT Infrastructure Division / RSS / Systems / Edinburgh University

Senior Business Supplier

RSS Support

Mike Wallis

IT Infrastructure Division / RSS / Systems / Edinburgh University

Testing, Contributor

N/A

N/A

owncloud Resources

Tobias Gerlinger

Christian Schmitz

Jonathan Kawohl

Niko Berger

owncloud

OCF - Sales / Technical Manager

Andrew Dean

 

OCF Plc

NobleProg  - Sales / Technical Manager

Claire Alcock

NobleProg

 

The Project Team also consists of the following that need kept informed:

Role

Name

Division / Group / Team / College / School and Title

Informed

David Perry

CMVM - (IGMM) / Edinburgh University

Informed

Fraser Muir

CAHSS / Edinburgh University

Informed

Victoria Dishon

CSE / Edinburgh University

Informed

Sheila Fraser

CMVM / Edinburgh University

Preferred Supplier

The Preferred Suppliers are listed below:

Company

Contact

Expertise

Remarks

owncloud

Tobias Gerlinger

tg@owncloud.com

Managing Director/CEO

 

owncloud

Christian Schmitz

cschmitz@owncloud.com

Account Manager

 

owncloud

Jonathan Kawohl

john@owncloud.com

Technical Manager

 

owncloud

Niko Berger

n.berger@bw-tech.de

Technical Manager

owncloud

3rd Party

OCF Plc

Andrew Dean

adean@ocf.co.uk

Sales / Technical Manager

Initial Engagement

NobleProg

Claire Alcock

claire.alcock@nobleprog.eu

Account ManagerNobleProg

Initial Engagement

 

Quality of Project and Deliverables / Key Project Milestones

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; the quality for the deliverables are to be confirmed by the respective Service Owner / SME as per the Requirements/Success Criteria table above.

Any changes to major milestones achievements and changes (Initiation, Planning, Delivery, and Closure) will be discussed with the Project Sponsor and Project Team and must be approved by Change Request by the Project Board and WIS as necessary.

The approach for this project outlined by the key milestones below.  A more detailed plan will/has been produced, with the latest on the project SharePoint site:

RSS206 Project Plan_DataSync Refresh

Milestone

Sign-Off means

Date of Milestone

Who signs-off (Accountability)

1. Start Project/Project Brief

-Initial resources and funding approved

-Stakeholders Identified          

-GDPR Assessed Complete

02-Sep-2019

-Programme Manager

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

2. Project Documentation/Website/SharePoint Updating

-Project Website Updated

-Project SharePoint Site folder structure created and Updated

-Project Outlook Folders created

-Project RAIDD started and updated

06-Sep-2019

-Programme Manager

-Project Manager

3. Outline Requirements Sign Off

-Initial Requirements confirmed, documented and agreed

-Outline plan produced

13-Sep-2019

-Programme Manager

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

4. DataSync Stakeholder and Vendor Engagement

-Vendors to engaged contacted and project deliverables explained

-Vendors PO’s placed  and integrated in the project with deliverables understood

27-Sep-2019

-Project Manager

-Senior Business Supplier Systems

-Vendor Senior Supplier

5. Project Planning

-Outline plan confirmed

-Resources Estimated

-Resources Booked

04-Oct-2019

-Programme Manager

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

6. Project Brief produced and Signed Off

-Project Brief Approved and Signed Off                                  

-Project Kicked Off with Project Team

22-Nov-2019

-Programme Manager

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

7. IS Alert and Go-CAB for DataSync Upgrade Completed

-IS Alert composed, agreed and issued 4 weeks prior

-Implementation plan completed

-Go-CAB CR paperwork composed, agreed and submitted to Go-CAB

-Go-CAB attended and CR Approved

29-Oct-2019

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

-Vendor Senior Supplier

8. RSS Systems Team Builds DataSync DEV

-DataSync DEV built and tested

-DataSync Dev handed over to Vender for development and testing

01-Nov-2019

-Project Manager

-Senior Business Supplier Systems

 

9. owncloud Development on DataSync DEV

-DataSync DEV development completed by Vender

 

08-Nov-2019

-Project Manager

-Senior Business Supplier Systems

-Vendor Senior Supplier

10. owncloud Test DataSync DEV

-DataSync DEV Platform is implemented

-Upgrade of software and VM components to latest versions available

-Test that all software used works correctly

-DEV Fully Tested working OK

15-Nov-2019

-Project Manager

-Senior Business Supplier Systems

-Vendor Senior Supplier

11. DataSync Upgrade on PROD and Test

-DataSync PROD Platform is implemented

-Upgrade of software and VM components to latest versions available

-Test that all software used works correctly

-PROD Fully Tested working OK

11-Dec-2019

-Project Manager

-Senior Business Supplier Systems

-Vendor Senior Supplier

12. Subversion Stakeholder and Vendor Engagement

-IS Alert composed, agreed and issued 4 weeks prior

-Implementation plan completed

-Go-CAB CR paperwork composed, agreed and submitted to Go-CAB

-Go-CAB attended and CR Approved

27-Mar-2020

-Project Manager

-Senior Business Supplier Systems

 

13. Subversion Retirement Decision

-Management have decided to retire or not to retire Subversion

-Project Plans are altered accordingly

-Project Team and Venders Informed accordingly

31-Jan-2020

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

14. IS Alert and Go-CAB for Subversion Upgrade Completed

-IS Alert composed, agreed and issued 4 weeks prior

-Implementation plan completed

-Go-CAB CR paperwork composed, agreed and submitted to Go-CAB

-Go-CAB attended and CR Approved

07-Apr-2020

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

-Vendor Senior Supplier

15. RSS Systems Team Builds Subversion DEV

-Subversion DEV built and tested

-Subversion Dev handed over to Vender for development and testing

10-Apr-2020

-Project Manager

-Senior Business Supplier Systems

 

16. Vender Development on DEV

-Subversion DEV development completed by Vender

 

17-Apr-2020

-Project Manager

-Senior Business Supplier Systems

-Vendor Senior Supplier

17. Vender Test Subversion DEV

-Subversion DEV Platform is implemented

-Upgrade of software and VM components to latest versions available

-Test that all software used works correctly

-DEV Fully Tested working OK

24-Apr-2020

-Project Manager

-Senior Business Supplier Systems

-Vendor Senior Supplier

18. Delivery - Subversion Upgrade on PROD and Test

-Subversion PROD Platform is implemented

-Upgrade of software and VM components to latest versions available

-Test that all software used works correctly

-PROD Fully Tested working OK

30-Apr-2020

-Project Manager

-Senior Business Supplier Systems

-Vendor Senior Supplier

19. Delivery Complete

-All Services components technically checked

-All Technical Information Documented

30-Apr-2020

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

20. Acceptance

-All Services components Accepted

-Overall quality of deliverable is Accepted

-Fit for delivery to live service for External Users

-All Technical Information Documented Accepted -Any outstanding issues has an approved Owner, resolution and plan

08-May-2020

-Project Sponsor        

-Project Manager

-Senior Business Supplier Systems

-Senior Business Supplier Support

21. Close Project

-All Objectives met

-All Project documentation completed

29-May-2020

-Programme Manager

-Project Sponsor        

-Project Manager

 

Assumptions

The Assumptions for this project are that:

  1. Assume that owncloud can work around the issues with the changes of SSH Key storage
  2. owncloud/owncloud's Third party can successfully upgrade the test and production environments
  3. Colleges wish to maintain a Subversion Service requirement
  4. Subversion Service is currently not to be retired and instead upgraded
  5. Should the Subversion Service be retired, this will be decommissioned and Users migrated to GitLab

Dependencies

The Dependencies for this project are:

  1. Assume that owncloud can work around the issues with the changes of SSH Key storage
  2. owncloud/owncloud's Third party can successfully upgrade the test and production environments
  3. Colleges wish to maintain a Subversion Service requirement
  4. Should Management decide the Service is to be retired, Subversion will be decommissioned and Users migrated to GitLab

Constraints

The Constraints on this project are:

  1. Assume that owncloud can work around the issues with the changes of SSH Key storage
  2. owncloud/owncloud's Third party can successfully upgrade the test and production environments

Colleges may wish to maintain a Subversion Service requirement

Previous Lessons Learned

The project manager will ensure that a Lessons Leaned Log is created, maintained and reviewed by the project team at every team meeting.  The following are Lessons Learned from the ITI Projects SharePoint and team’s previous experience:

  1.  N/A

 

Risks

The project manager will ensure that a Risk Log is created, maintained and reviewed by the project team at every team meeting; ensuring project owners update their risks at least once a month or more as appropriate to the project.

The initial Risks highlighted are:

  1. Project Delay - Due to Strike Action, there may be a lack of resources
  2. Project Delay - Due to BAU or other project work, there may be a lack of resources
  3. Project Delay - Due to not being able to source a 3rd Party to conduct the upgrade in  the planned timescale
  4. Project Delay - Due to 3rd Party Resource not being available
  5. Project Product - Due to BAU or other project work, the Resources have not been available to Complete or Approved the Project Brief
  6. Project Product - Due to DataSyncs's owncloud Database not being able to be upgraded
  7. Project Product - Due to the SSH Key link to DataStore not working
  8. Project Delay - Due to the SSH Key link to DataStore not working and takes owncloud longer to implement
  9. Project Delivery - Due to Issues around the new owncloud presentation (server) layer
  10. Project Delay - Due to owncloud Upgrade not being completed and delayed
  11. Project Requirement - Due to the Subversion User requirement base not being enough to support the cost of the upgrade

Issues

The project manager will ensure that an Issue Log is created, maintained and reviewed by the project team at every team meeting. 

The following are Lessons Learned from the ITI Projects SharePoint and team’s previous experience:

  1.  N/A

 

Communication

The project manager will also ensure all changes to cost/timeline/scope are recorded in the issue log, and reflected in milestones log, budget and estimations, and the project Scope Change log.

 

Project Sites - There are two Project Management Sites for the project:

  1. Project Web Page: Project information for all to see, with the Logs being restricted by the project manager to the required project members:

                            DataSync Refresh Website

  1. Project SharePoint Site: Project information repository for project members only, mainly used for storing documents to enable a single source for updating and completing:

                             DataSync Refresh SharePoint

Stakeholders - The project manager will produce a Stakeholder Map and complete a Stakeholder Engagement Grid; which will be agreed at the Kick-off meeting and reviewed and maintained during the project life cycle.

Communication Plan - The project manager will produce a Communications Plan for the project and ensure all parties understand the communications routes and timescales. This will also be agreed at the Kick-off meeting and cover the headings in this section.

Meetings - The Project Team Meeting Agenda template will be used to record all meetings and saved to the Project SharePoint Site:

  1. Project Board Update Meeting                                      On request or issue
  2. Project Sponsor and Project Manager Meeting      Weekly
  3. Project Team Meeting                                                        Weekly

Reporting -

  1. ITI Project Monthly Report                                              Monthly
  2. Project Sites                                                                           Weekly
  3. Project Logs                                                                           Weekly

Escalations - Project Escalations will be directed to the Project Manager, who will document the escalation as a Risk/Issue then escalate via the appropriate Governance level:

  1. Escalate area SME
  2. Project Team
  3. Project Board – Project Sponsor
  4. Programme Board – Programme Manager

University

                

Run / Grow / Transform

This project is to help Grow and improve the DataSync and Subversion Service and Support for RSS Systems Team and all Users.

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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  
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  
Long‐term IS strategic planning and linked professional services  
Information Security  

 

University's Strategic Vision for 2025 the main elements of the vision that this projects contributes to are highlighted in bold.

Vision Themes Commentary
A unique Edinburgh offer for all of our students  
• all of our undergraduates developed as student/ researchers with clear, supported pathways through to Masters and PhD  
• all our students offered the opportunity to draw from deep expertise outside their core discipline  
• a highly satisfied student body with a strong sense of community.  
   
Strong and vibrant communities within and beyond the University – making the most of our unique offer of world-leading thinking and learning within one of the world’s most attractive cities  
   
A larger, more international,staff who feel valued and supported in a University that is a great and collegial place to work, develop and progress  
   
More postgraduate students – underpinned by the best support in the sector to ensure we attract the brightest and best regardless of ability to pay  
   
   
   
A strong culture of philanthropic support focussed especially on our students and on outstanding research capabilities.  
   
Many more students benefiting from the Edinburgh experience (largely or entirely) in their own country – supported by deep international partnerships and world- leading online distance learning  
   
Sustained world leading reputation for the breadth, depth and interdisciplinarity of our research supported by strong growth in research funding and strong international partnerships – drawing from well-established and less well developed sources

 

   
An estate that matches expectations, responds flexibly to changing student and staff needs, and showcases the University

 

   

A deeper and earlier collaboration with industry, the public sector and the third sector – in terms of research; knowledge exchange; and in giving our students the best possible set of skills for their future

 
   

 

 

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  
Standards and Technical Leadership  
Staff Learning and Development  
Service Based Culture  
Equality and Diversity  
Partnerships and Philanthropy  
Flexible Resourcing  
Communication and Branding

 

 

Service Excellence - Information and Security

 

Guidance (please remove)

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 Quality Assurance

Create a Security Milestone for Delivery - and 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 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
Datasync Refresh
Code
RSS206
Programme
ITI - Research Services (RSS)
Management Office
ISG PMO
Project Manager
Peter Sanderson
Project Sponsor
David Fergusson
Current Stage
Close
Status
Closed
Project Classification
Run
Start Date
02-Sep-2019
Planning Date
04-Oct-2019
Delivery Date
30-Apr-2020
Close Date
12-Jun-2020
Programme Priority
1
Overall Priority
Highest
Category
Compliance