Organisation
Work/Task Breakdown
The project team is using continuous improvement techniques to ensure an efficient flow of work is maintained and that there is an open, positive and collaborative culture.
This is being supported by establishing a tailored workflow with standardised ways of working and the use of visual management tools. The tailored workflow includes a new definition of when work is considered complete, ensuring full implementation responsibilities are done before anything goes live.
This includes approval from the operations team, updates to guidance, communication and training, and anything else required to prepare users for change. The project team set objectives, track performance and review and improve on a daily basis via stand ups.
|
Task
|
Deliverable |
Owner |
|
Project Management |
Project authorisation, Planning and Project documents. Monthly status report with stakeholders. Manage project, sign off, changes, resources, and budget. |
Project Manager |
|
Analyse it |
Prioritised changes and improvements are broken down into smaller requirements that are analysed and validated with users as required. They are then estimated with developers. Compliance requirements are validated with SAIM statutory return user |
Business Analyst Business Lead, SSP Dev SAIM user, Operations business lead |
| Design It |
Design solutions as required and if needed validates with senior developers. Ensure when required UX principles are applied, esnuring the usability of user interfaces are addressed
|
Business Analyst SSP Dev lead |
| Build It |
Build solution (incl automated unit testing as possible) and peer review
|
SSP Dev |
|
Function testing
|
SSP Tester | |
|
Implement it (document & handover) |
Policy changes (as required) | Business Analyst |
| Prepare new or update Standard Operating Procedures (SOP) and publish online user guidance on website | Business Analyst | |
| Prepare and deliver training (as required) | Trainer and Business Analyst | |
| Deploy It | Check solution in pre-live (TRN) environment |
Business lead SAIM user |
| Deploy solution, aim for consistent release |
SSP Dev, IS Production |
|
| Handover SOP | Business Analyst | |
| Communicate it |
Release information is communicated to users via the project Sharepoint site (link tbc to be based on APT https://uoe.sharepoint.com/sites/AssessmentandProgressionTools) The site holds project information and updates in one central place including regular project news and clear, transparent information on what we’re working on, what has been delivered, and the outcome of user group meetings. Regular communication is done face to face with the user group to inform of recent development and ensures changes in progress will delivered value. It encourages a positive and open relationship across the user community, allows an opportunity for new ideas, suggestions and concerns to be raised, and a chance to share best practice. |
Business Analyst/PM |
| Close it | Benefit measurement – assess key processes against established baselines | Business Analyst/PM |
| Close project | Project Manager |
Resources, Skills and Costs
- SSP IS Apps-2 developers:, IS production for deployment and project manager: the budget has been estimated at 20/21: 480 days, 21/22 (over 6 months): 240 days
- Additional effort from SSP 2 business analysts , tester and trainer-the budget has been estimated at 20/21: 560 days, 21/22: 280 days
- Additional effort from student systems operations (business lead, senior user) from student records and student analitics insights and modeling teams are also required.
Project Governance
- The ART changes governance is RSAS board. This project's governance will be done via programme owner who is member of RSAS.
- New online project governance is being proposed for the discretionary enhancements- Terms & membership tbc programme owner, incl the governance for the compliance requirements that may need to take precedence over enhancements.
- SSP Programme owner to chair the governance group
Project Stakeholders
There will likely be changes from the project team as other BA and Developers join in as per availability and skills to address changing product backlog priorities
| Name | Business Area | Role |
|---|---|---|
| Bill Lee | IS Development Services senior management | SSP Senior Supplier |
| Brandi Headon | Head of Student Records, Student Systems Operations | Student records owner, senior user |
| Chris Giles | SSP senior BA | SSP BA team leader |
| Defeng Ma | SSP senior developer | SSP team leader Dev |
| Franck Bergeret | Project manager- SSP programme manager, IS Project Services | Project Manager (project team) |
| Greg McDonald | SSP Business Analyst | Business Analyst (project team) |
| Jon Taylor | SSP trainer | Trainer (project team) |
| Lisa Dawson | Student Systems Director | Project Sponsor- Programme owner and chair of the governance group |
| Lizzie Beattie | Team leader Student Records, Student Systems Operations | Senior Student Records Officer and business lead on project (project team) |
| Luke Manley | SSP tester | Tester (project team) |
| Morag Iannetta | SSP senior developer | Lead Developer (project team) |
| Nigel Binns | SSP Developer | SSP developer (project team) |
| Paula Webster or statutory return manager (tbc) | Head of Student Analytics,Insights & Modelling SAIM | SAIM statutory return user |
| Richard Arkless | SSP Senior Business Analyst | Senior Business Analyst and product owner (project team) |
| Ruth Wilson | ART team | ART team project manager |
| Ryan Stewart | SSP Developer | Developer (project team) |
| Suran Perera/Douglas Adamson | IS Production | IS production team leader & coordinator |
Project Estimations
See estimated effort above . The allocated resource should meet the required effort to deliver the objectives