operational portfolio group - scottish parliament · 2020-04-23 · operational portfolio opg 15...

OPG 15 May 2009 1

Operational Portfolio Group

15th May 2009

Operational Portfolio

OPG 15 May 2009 2

1. Actions from the last meting 1.1 The Portfolio prioritisation scoring has been revised in line with the

discussion at the last meeting. The revised scoring is now:

Purpose Impact Urgency Effort Cost Certainty

4 Parliamentary Business 1 Little or no 1 Non-urgent 1

up to £50k 1.5

Very Low certainty

4 Members Services 2 Small 2 Desirable 3

£50k-£150k 1.3

Low Certainty

3 Engagement 3 Medium 3 Important 5 £150k-£500k 1.2

Medium Certainty

2.5 Org Health 5 Large 4 Essential/ Mandatory 7 £500k-

£1m 1.1 High Certainty

10 Over £1m

2. Portfolio Report and Analysis 2.1 Ongoing proposals are shown in a separate table as agreed at the last

meeting. Proposal 2009/P9 has been added to the list since the last meeting.

Proposals

Nr Title Sponsor Office Anticipated submission

date

2009/P1 fax to the desktop (Unified messaging phase 2) - investigation

A. Balharrie BIT TBC

2009/P2 Contact management - investigation A. Balharrie BIT TBC

2009/P3 Removed 2009/P4 Digital OR H. Hales RIR TBC 2009/P5 Main Hall review M. Hegarty PAG TBC

2009/P6 Review of Fire Evacuation Roll Call system

J Headley FM TBC

2009/P7 Review services and future options for partner libraries

H Hales RIR Pending

Investigation

2009/P8 Review of recruitment practice I Macnicol HR TBC

2009/P9 Records Management Phase 2 H. Hales RIR TBC


OPG 15 May 2009 3

2.4 Below is a summary of the status of the projects in the portfolio. Full

reports can be read in Appendix A.

Initiation and Planning

Nr Title Sponsor Summary Status PID

2009/ I1

Holyrood Desktop tech refresh

A. Balharrie

Definition work underway. Green TBC

2009/ I2

Information Security management Policy

A. Balharrie

Proposal to remove from the portfolio

Amber TBC

2009/ I3

Improvement of procurement Information systems - investigation

D. Croll Awaiting resource allocation

Amber TBC

2009/ I4

Enquiries Database (investigation)

H. Hales Summary of requirements being produced.

Green August 2009

2009/ I5

Moved to Delivery

2009/ I6 Removed

2009/ I7

E-Petitioning system

K. Hughes

Options under consideration. Possibly to be included in Web project

Amber TBC

2009/ I8

Local office tech refresh - investigation

A. Balharrie

A work package is underway which is looking at local office connectivity

Green June 2009

2009/ I9

New FM system - Assyst/Frontline replacement (investigation)

J. Headley

PID being prepared Green August

2009


OPG 15 May 2009 4

2009/ I10

Finance Change programme - finance system phase 2 investigation

D. Croll

Scoping of CASE

development delayed

Amber TBC

No Project Initiation Documents have been submitted for OMG to consider since the last Portfolio Meeting. The Equalities impact assessment Tool has been reclassified to the delivery stage. Group Heads are invited to alert the PBV manager when they expect to be in a position to present Project Initiation Documents (PID) for consideration

Delivery

Nr Title Sponsor Summary Status End Date

2009/ D1 Removed

2009/ D2

Responsible purchasing D. Croll

Delayed due to resourcing difficulties

Red March 2010

2009/ D3

Finance Change programme –easybuy (Pecos)

D. Croll System now live Green End may 2009

2009/ D4

Records Management Phase 1

H. Hales

Project in final stages and proposals for phase 2 being developed

Green End May 2009

2009/ D5

Library Management System

H. Hales

System delivered and snagging taking place

Green 15 May 2009

2009/ D6

HPT records management

H. Hales

Project Completed Green Project

Closed

2009/ D7

Equalities impact assessment

L. Bridges

Delayed due to resourcing difficulties

Amber August 09


OPG 15 May 2009 5

Portfolio Status Portfolio Status

Green57%

Red7%

Amber36%

Portfolio Prioritisation An analysis of the portfolio for prioritisation completed. It does not contain the proposal projects. Projects which are investigations have been highlighted in order to show the mix of defined projects with those that are under investigation.


OPG 15 May 2009 6

2.10 Portfolio Finance A summary is provided below of the financial provision for the projects

currently in operational portfolio for F/Y 2009/2010. Only projects with project funding or contingency bids are shown.

Operational Portfolio Projects

Revenue Projects

Capital Projects

Revenue contingency

Bids

Capital Contingency

Bids Holyrood Desktop tech refresh - £355,000 - £500,000

Software Upgrade £230,000 Local office tech refresh - - £33,000 £760,000 Enquiries Database - - - £50,000 New FM system - Assyst/Frontline replacement

- - - £150,000

Finance Change programme - finance system phase 2

- - £100,000 -

Finance Change programme – Easybuy (Pecos) implementation

- £16,000 - -

£ - £ 601,000 £ 133,000 £ 1,460,000 2.8 The total available Revenue Contingency across the organisation for 09/10

financial year is £750,000 (excluding £500,000 emergency allocation). The total available capital contingency is £1,000,000.

2.9 Following discussion at SLT on 6th May an exercise is currently underway

to determine an updated position in respect of all project and contingency budgets. This is expected to lead to decisions on the allocation of contingency for the remainder of the year.

2.9 OMG is asked to consider the above and to :-

• note the action being taken on project and contingency budgets.

• approve the removal of the Information Security project from the portfolio

• discuss the impact of the projects that are running behind schedule.

• note the spread of the stages of projects across the portfolio and discuss if the balance is correct.


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• note that the general trend is for projects completing later than planned due to resource issues, although within budget and delivering the planned outputs

• Group Heads are asked to indicate when future proposals and PID documents are anticipated to come to the group.

• Note that Group Heads should continue to receive monthly updates between portfolio meetings.

3. Update on the Strategic Portfolio 3.1 Attached at Annex B is the draft report on the strategic portfolio that

went to Directors on 6th May. 3.2 The transfer of programmes due to the implementation of the CCP was

announced in a notice by the CEO on 27th January. This includes a revised organisation chart showing the new allocation of responsibilities for the programmes. These transfers have all been completed.

3.3 The main items discussed/decisions were:-

• Decision to run the Operational Portfolio ahead of the Strategic.

• Tech Refresh projects to remain in operational portfolio, but to report into strategic for updates.

• SLT requested that the Head of Financial Resources instigate a

review of project and contingency budgeting for the remainder of the 09/10 financial year

3.4 OMG is asked to note the update and discuss any impacts on the

operational portfolio. 3.4 2010/11 Planning 3.4.1 The new Governance arrangements will have an impact on the

upcoming budget bidding process for 2010/2011. Group Heads are reminded that to apply for a project bid a signed off PID is required. For contingency bids a signed off proposal is required. Details of how this will be managed will be contained in the guidance on the budget bidding round that will be issued at the end of June.

3.4.2 If the proposals for the timetable for planning and budgeting are

followed, this will mean that the proposed portfolio for 2010/2011 will be agreed by OMG in mid September along with the full budget bid.

http://intranet/organisation/corporate/corp-cem.aspx




OPG 15 May 2009 8

4. Next steps on projects and approvals 4.1 The New Governance arrangements, incorporating the agreed

Approvals and Budgeting Paper, went live on 1st April. 4.2 Procurement have introduced the new style Project Initiation Document

as the replacement to the former Procurement Business Case. Projects with a completed and agreed PID will therefore not require any additional paperwork for procurement to proceed to working on projects.

4.3 If anyone wishes to discuss the new arrangements please contact

Willie Heigh for either a one to one or to arrange an office of group briefing.

4.4 Work on better embedding the new arrangements and taking forward

further improvements and support arrangements will be part of the second phase of the Corporate Change Programme.

5. Next Meeting 5.1 The next meeting to discuss the operational Portfolio will be at the

OMG meeting at end of August (exact date to be confirmed).


OPG 15 May 2009 9

Annex A Portfolio Reports

Holyrood Desktop Tech Refresh

OPG 15 May 2009 10

Project Title: Holyrood Desktop Technical Refresh Project Ref No: I1 Sub Analysis 2 Code: Project Manager: TBC Programme: NA Governance Arrangements:

Group Operational Strategic

SRO: Alan Balharrie Date: 27 April 2009

Period From To

Governance Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure

February 09 April 09 Initiation Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. The current desktop environment is aging resulting in the maintenance and support overhead increasing as well as introducing compatibility and performance issues. This project has been initialised with the goal of replacing the desktop computers within the Holyrood campus. The project will include the replacement of the actual desktop computers along with their associated software, as well as managing the associated changes required to ensure that the technology can be exploited. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Green Green Green Last Month

2 Months ago 3 Months ago

Overall Trend First Report Enter Better, Same, or Worse

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period The project is primarily in start-up where the governance mechanisms will be defined and a plan will be developed. A resource with overall project management responsibility has yet to be allocated, but in the period since the last OPG the project has seen resource allocated to the technical work stream which will define the technical environment to be deployed. The main output from this work stream has been a PID for the Technical Investigation required to establish the environment. In addition work has begun on one of the critical contracts which will be used to procure the necessary software and software licences and initial work on defining the approach to application compatibility testing has also begun. Looking forward, a project management resource will be allocated to ensure

Holyrood Desktop Tech Refresh

OPG 15 May 2009 11

the initiation and start-up stages are completed. Work will continue on the technical environment and application compatibility testing. Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure

Stage/ Milestone Description

Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Initiation & planning

Project management resource allocated

End of May

Issues Live issues that are having a significant impact on the project. Description Status Action Project in start up Define governance mechanisms

and identify project management resource to build plan.

Risks Significant risks to the success of the project. Description Status Action Budget allocation not sufficient As part of early planning

exercise the budget estimate will be revisited.

Resource allocation not timely Project priorities set Benefit Realisation Plan

Benefit Description Planned Realisation

Actual/ Forecast

RealisationComments

N/A Costs

Financial Years Current Next Future

Previous Years 09/10 10/11 11/12

Total

Approved Project Budget

£ 300,000 £100,000

Actual Forecast Spend

Variance


OPG 15 May 2009 12

Project Title: Information Security Management Policy Project Ref No: I2 Sub Analysis 2 Code: Project Manager: Programme: Governance Arrangements:


SRO: Alan Balharrie Date: 27/4/09

Period From To


Feb 09 April 09 Initiation & Planning Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. It has been agreed that Information is a strategic resource for the Parliament. An Information Security Management System put in place the processes and tool to help ensure appropriate levels of confidentiality, integrity and availability for our Information assets. This project will see the development of a new Information Security Management System for the Parliament. The first stage of this will be the development and signoff of the Parliament Information Security Policy. Sign off by SLT is expected to be gained by summer 2009. Post sign off the additional work will be planned and will largely be contained to the BIT Office but will likely also involve HR and Security. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Amber Last Month


Overall Trend Enter Better, Same, or Worse

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Initial draft SLT paper in development. High level Information Security Policy drafted and due for review prior to completion of SLT paper. As the initial part of this work is the development and subsequent approval of a high level policy statement, this piece of work is not currently being run as a project. i.e. normal project management controls and processes are not being applied to this stage. Consideration should therefore be given as to whether this stays on the operational portfolio


OPG 15 May 2009 13

Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure

Stage/Milestone Description

Planned Completio

n Date

Actual/ Forecast

Completion Date

Comments

Issues Live issues that are having a significant impact on the project. Description Status Action Risks Significant risks to the success of the project. Description Status Action Benefit Realisation Plan


Actual/ Forecast

RealisationComments

Costs



Total



Variance

Procurement Information Systems

OPG 15 May 2009 14

Project Title: Improvement of procurement Information systems - investigation

Project Ref No: I3 Sub Analysis 2 Code:

Project Manager: Programme: Governance Arrangements:


SRO: Lynn Garvie Date: 29 April 2009

Period From To


1 Feb 2009 30 April 2009 Initiation and Planning Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. This project will combine existing separate statistical and management information systems into a single database which will eliminate duplicate entry, ensure accurate information (necessary for e.g. formal returns issued to the European Commission) and improve operational effectiveness. This will contribute to the corporate strategy (Organisational health) by ensuring we work efficiently, effectively and comply with all of our legal responsibilities. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now amber amber n/a Last Month amber amber n/a

2 Months ago amber amber n/a 3 Months ago Red Red n/a

Overall Trend same Enter Better, Same, or Worse

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Work request submitted to BIT on 18 March, now submitted to the Development Review Board for resource to be allocated. Awaiting status report from BIT.

Procurement Information Systems

OPG 15 May 2009 15



Planned Completion

Date

Actual/ Forecast Completion Date

Comments

Until BIT resource confirmed, these details unknown.

Issues Live issues that are having a significant impact on the project. Description Status Action BIT resource availability amber We expedite regularly Risks Significant risks to the success of the project. Description Status Action Benefit Realisation Plan

Benefit Description

Planned Realisation

Actual/ Forecast

Realisation Comments

Legal compliance TBC TBC Currently cannot guarantee that information provided externally is accurate

Efficiency savings TBC TBC At administrative level, resources required to update several systems & ensure (as far as possible) accuracy/consistency can be re-directed to value-added work (e.g. taking forward quotations)

Costs



Total


n/a n/a n/a n/a n/a


n/a n/a n/a n/a n/a

Variance n/a n/a n/a n/a n/a

Enquiries Database

OPG 15 May 2009 16

Project Title: Enquiries database (investigation) Project Ref No: I4 Sub Analysis 2

Code:

Project Manager: Shona Skakle Programme: Governance Arrangements:


SRO: Susan Mansfield Date: 22 April 2009

Period From To


January 2009 22 April 2009 Delivery Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. The current SPICe enquiries and FOI databases no longer meet the requirements of SPICe and are difficult to change in line with changing requirements within the Parliament. In refreshing these systems there is an opportunity to join up several areas of the Parliament, which handle enquiries, and create a more efficient and consistent approach. This project intends to identify the collective business need and possible solutions and to produce a report recommending the best way forward for the Parliament. It will also include a high level plan for phase 2 which will form the basis of a request for approval to proceed to procurement and implementation. The new system will include:

• substantial SPICe enquiries • substantial Public Information enquiries • Media Lines • Freedom Of Information enquiries • data protection enquiries • Environmental Information Regulation enquiries • complaints

Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Green N/A N/A Last Month


Overall Trend Enter Better, Same, or Worse

Enquiries Database

OPG 15 May 2009 17

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period We have discussed existing processes with the relevant business areas, produced process maps and checked their accuracy and gathered requirements from the relevant business areas to timescale. We have produced a summary of requirements. During the next reporting period, we will be

• undertaking an options analysis of 4 different options (procure a new system, use an existing system, build a system in-house, do nothing) (by 15 May 2009)

• produce a report and recommendations (by 15 June 2009) • seeking approval from OPG to move forward to Phase 2 (at the next

OPG meeting) Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure


Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Proposal Project contract completion

3 December 2008

2 December 2008

Proposal Approval to move into Phase 1

End December 2008

End December 2008

Initiation & Planning

Project plan End January 2009

End January 2009

Delivery Process mapping and requirements gathering

End March 2009

21 April 2009

Majority of requirements gathered by end March. MRO requirements completed on 21 April 2009 due to work pressure

Delivery Options analysis

15 May 2009 15 May 2009

Delivery Report and recommendations

15 June 2009

15 June 2009

Delivery High level plan for Phase 2

15 June 2009

15 June 2009

Enquiries Database

OPG 15 May 2009 18

Delivery Approval to move to Phase 2

Date of next OPG meeting

Issues Live issues that are having a significant impact on the project. Description Status Action N/A Risks Significant risks to the success of the project. Description Status Action Business areas not contributing

Communications in advance, good notice

No agreement on requirements

Communications, workshops, Advisory Group working as champions

Benefit Realisation Plan


Actual/ Forecast

RealisationComments

N/A Costs



Total



Variance * Contingency bid 09/10 £50,000 for phase 2

E-Petitioning

OPG 15 May 2009 19

Project Title: E-petitioning Project Ref No: I7 Sub Analysis 2

Code:

Project Manager: Fergus Cochrane

Programme:

Governance Arrangements:


SRO: Ken Hughes Date: 27/4/09

Period From To


1 Feb 2009 30 April 2009 Initiation and planning Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. The e-petition system allows a petition to be posted on to the Parliament’s website for an agreed period, providing an opportunity to attract e-signatures in support of the petition and for comment on the petition to be made via the discussion forum. The current e-petition system, developed by the International Teledemocracy Centre at Napier University and launched in 2004, does not contain many of the improvements to functionality and layout which other e-petitioning system now have. The e-petition server collapsed in 2008 which attracted criticism from users. The project is to bring the e-petition system in-house (as part of the wider Parliament web redesign project) and to put in place the many required improvements. The current e-petition hosting contract with BT expires at the end of August 2009. However, discussions between Procurement and BT point to a further limited extension to allow the hosting to continue beyond August on the external server. This time will allow for the necessary discussions and development of the e-petition system to be included as part of the wider web development project (one of the first projects). An approximate cost from Red Web is expected week beg 4 May Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now amber amber amber Last Month “ “ “

2 Months ago “ “ “ 3 Months ago “ “ “

Overall Trend same Enter Better, Same, or Worse

E-Petitioning

OPG 15 May 2009 20

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period The transfer of the current e-petition system over to the Parliament as part of the web development project. Initial views from Redweb are that as a like for like system transfer (with some minor layout and technical improvements) this would not be a complex or time consuming project. Possible good candidate as early ‘test’ for web project. There is also the status attached to e-petitioning and the importance of the Parliament having a robust, functioning system therefore continuity, within current hosting contractual limitations, is paramount. Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure


Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Initiation and planning

Project cost estimate from RedWeb

Week beg 4 May

Issues Live issues that are having a significant impact on the project. Description Status Action Likely limitations in yet another extension to hosting contract with BT

Risks Significant risks to the success of the project. Description Status Action Benefit Realisation Plan


Actual/ Forecast


Enhancement of Parliament’s e-democracy reputation (which

New e-petition system would project image of Parliament as being in lead in promotion of e-petitioning

E-Petitioning

OPG 15 May 2009 21

has dropped over recent years) Staff time saving Current system requires

inputting of duplicate text and time commitment in lodging petitions and carrying out other tasks due to limitations of current e-petition system. Greater co-ordination and linkage between software/hardware applications would free us time of PPC clerks

Greater encouragement for people to use

Currently 2/3 of petitions lodged are lodged as e-petitions. Improving layout and ease of use will encourage greater participation by public users

Costs


Previous Years

09/10 10/11 11/12 Total


£40K (hosting contract cost)

£40K


No funding bid for development of e-petitions made

Variance

Local Office Technology Refresh

OPG 15 May 2009 22

Project Title: Local Office Technology Refresh - Investigation

Project Ref No: I8 Sub Analysis 2 Code:

Project Manager: TBC Programme: NA Governance Arrangements:


SRO: Alan Balharrie Date: 29/04/2009

Period From To


February 09 April 09 Initiation & Planning Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. This project is the initial part of a wider Local Office Technology Refresh Programme. The programme will see the technology deployed to local offices refreshed and improved to ensure the IT services required in the local office environment are delivered in the most appropriate fashion. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Green Green Green Last Month Green Green Green


Overall Trend Same Enter Better, Same, or Worse

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period The initial phase involved discussions with Members and local office staff to validate business needs and a benchmarking exercise with other UK and Ireland Legislatures and these components have now been delivered. A work package is underway which is looking at local office connectivity and this will inform future strategy and it is hoped this will also improve performance in the short term. Further planning has taken place with the result that this project is almost ready for start up and the allocation of a Project Manager. Further work will be required to complete the current phase but it is anticipated this will be

Local Office Technology Refresh

OPG 15 May 2009 23

completed by the end of May 2009. Once a PM has been allocated there will be a need to initiate a consultation exercise with Members and their staff. This will likely take the form of a number of workshops / open forums and interviews with the aim of gathering feedback business needs and requirements as well as how the local office environment should work for Members and their staff in their day to day duties. Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure


Planned Completion

Date

Actual/ Forecast

Completion Date

Comments


PID agreed Plan Agreed

Awaiting allocation of project manager

Issues Live issues that are having a significant impact on the project. Description Status Action Risks Significant risks to the success of the project. Description Status Action Benefit Realisation Plan


Actual/ Forecast

Realisation

Comments

Improved ICT provision for Members and their staff

Costs



Total


Contingency bid only


Variance

CAFM System

OPG 15 May 2009 24

Project Title: CAFM System (investigation) Project Ref No: I9 Sub Analysis 2

Code: TBA

Project Manager: C Grierson Programme: N/A Governance Arrangements:


SRO: TBA Date: 30 April

2009

Period

From To Governance Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure

Apr 2009 Apr 2010 Initiation & Planning Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. The project initially is to investigate the options for a new Computer Aided Facilities Management IT system. The new system will replace existing disparate systems and integrate a complete FM package in the one system. The business case for a CAFM procurement project will also be integrated with a review of key business processes. The SPCB Facilities Management strategic vision demands that FM is required to take account of the evolving business needs of the organisation (Parliament and stakeholders). With this in mind, the challenges that face FM now and in the future means that the effective use of “Tools” and “Processes” are the main planks of the Facilities Management Strategy for the next five years. Our current technology needs to be enhanced by doing nothing will present a threat to our efficiency and continuous improvement strategic corporate objectives – Support to Members & Organisational Health. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Green Green TBA Last Month



Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period The initial stage of the project is to investigate the market of current CAFM systems and identify and adopt where appropriate best practice features and new technology that suits our needs at Holyrood. This phase of the project will be supported by external consultants advising on current systems and proven achievements regarding CAFM systems. Next period I look forward to be reporting on the Project Initiation Document (PID) progress.

CAFM System

OPG 15 May 2009 25



Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Investigation .August 09 PID December 09 Approval January 10 Issues Live issues that are having a significant impact on the project. Description Status Action Consultant support Started Provided draft business case to

BWA Risks Significant risks to the success of the project. Description Status Action None at this stage Green None Benefit Realisation Plan


Actual/ Forecast

RealisationComments

PID development approved

Dec 09

Costs



Total



Variance

Finance System Phase 2

OPG 15 May 2009 26

Project Title: Finance Change programme - finance system phase 2 investigation

Project Ref No: Sub Analysis 2 Code: Project Manager: Programme: Governance Arrangements:

Group √ Operational Strategic

SRO: Derek Croll Date: 30 April 2009

Period From To


1 Feb 2009 30 April 2009 Initiation & Planning Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. To examine and develop the capabilities of the finance systems for reporting and budget management and examine the options to replace the members' expenses functionality, currently provided by CASE. To the extent that SEAS cannot be developed to meet the required functionality, a procurement project will be required to purchase a separate system(s) for those requirements. To provide improved financial reporting from the core finance systems to reduce, or eliminate, the necessity to maintain duplicate information systems in individual business areas. Potential benefits include greater process efficiency, improved data quality and improved budgetary and cash flow management. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Amber Green Green Last Month Amber Green Green

2 Months ago Green Green Green 3 Months ago Green Green Green

Overall Trend Worse Enter Better, Same, or Worse

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Following consultation with business areas, SEAS account code and cost centre hierarchies have been successfully updated to provide reporting capability for the new Member’s Expenses Staff Cost Provision and Central Stationery Provision. SEAS developments to allow automated accruals and calculation of commitments have been successfully tested and implemented in the final quarter of 2008-09. Reporting will be developed to test and improve the data quality of the commitment data during the course of the 2009-10 financial year. Decision on the scope of CASE system replacement has taken longer than planned.

Finance System Phase 2

OPG 15 May 2009 27



Planned Completio

n Date

Actual/ Forecast Completion Date

Comments


Update SEAS hierarchies to enable future reporting

31 Mar 2009

31 Mar 2009

Development of SEAS for auto accruals and commitment accounting

31 Mar 2009

31 Mar 2009

Decision on scope of CASE replacement

30 Apr 2009

31 May 2009

Issues Live issues that are having a significant impact on the project. Description Status Action Risks Significant risks to the success of the project. Description Status Action Time required for a major procurement exercise is very tight if a full, like for like, replacement for CASE is required

Work is currently underway to evaluate the gaps identified between existing CASE and SEAS functionality to inform that decision


Benefit Description Planned

Realisation

Actual/ Forecast Realisati

on Comments

Potential benefits to be assessed once investigation phase is completed

Costs



Total

Approved Project Budget Actual Forecast Spend Variance

Responsible Purchasing Strategy

OPG 15 May 2009 28

Project Title: Implementation of Responsible purchasing strategy

Project Ref No: D2 Sub Analysis 2 Code:

Project Manager: Veronique Malcolm

Programme:


Group √ Operational Strategic

SRO: Lynn Garvie Date: 22/04/09

Period From To


1 Feb 2009 30 April 2009 Delivery Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. The Responsible Purchasing Strategy integrates 4 main elements – 1) professional standards for purchasing staff; 2) environmental impact; 3) ethical & social issues and 4) support for SMEs & Scottish suppliers – throughout all procurement activity. It is turning policies & procedures into real achievements that are being recognised externally. The implementation of this strategy will contribute to the corporate aim to excel as a parliamentary service, maintaining the highest standards. Specifically, it will contribute to organisational health by minimising negative environmental impacts and securing value for money. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now red green green Last Month amber green green

2 Months ago green green green 3 Months ago green green green

Overall Trend worse Enter Better, Same, or Worse

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Some significant achievements have been realised over the past 3 months, for example: sustainable audits carried out on selected contracts to identify environmental & social impacts/targets for improvement; benchmarking of procurement travel & paper usage; participation in a significant number of external events (e.g. presentations to SMEs & Social Enterprises and the annual Scottish SME procurement conference); audit of progress to date against objectives carried out by the Head of Internal Audit (highly positive);


OPG 15 May 2009 29

hosted forum with Social Enterprises. However, resource difficulties (2 outstanding vacancies and commitment to several high value/complex projects such as maintenance, security & catering) have had an impact on progress over the past few weeks. This is likely to continue until after Summer recess when resources should be able to be devoted to full implementation. Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stage/

Milestone Description

Planned Completion Date

Actual/ Forecast

Completion Date

Comments

Delivery Integration of Responsible Purchasing into revised procurement manual

March 2009

March 2010 - but now considered likely to extend into 2010-11

It was identified early on that this date would not be met, due to resource commitment necessary to re-write & format a single procurement manual.

Delivery Develop integrated social & ethical policy, taking account of best practice

Sept 2009

March 2010

Delivery Publish report of overall success, verified by Internal Audit

March 2010

March 2010 On target

Delivery All objectives contained in the Responsible Purchasing Strategy met

March 2010

March 2010 72 out of 100 objectives have been met to date. It is expected that all objectives except the one relating to the production of the integrated procurement manual will be met by March 2010.


OPG 15 May 2009 30

Issues Live issues that are having a significant impact on the project. Description Status Action Resources Red Second of 2 vacant posts due to

be filled by end May. Veronique Malcolm will be in a position to devote necessary resources from around Sept 2009 (currently heavily committed on catering & cleaning project)

Risks Significant risks to the success of the project. Description Status Action Resources Amber If further high value/complex

projects are approved, resources may again need to be diverted.



Actual/ Forecast


Reputational benefit ongoing Currently at the forefront of best practice and this has been recognised widely by external organisations

Environmental improvements

Contribution to waste reduction and other EMS targets, including carbon reduction

Compliance with legislation

Systematic approach ensures compliance with changing legislation, e.g. Equal Opportunities & H&S

Costs


(there are no project costs other than internal procurement staff time)


Total

Approved Project Budget n/a n/a n/a n/a n/a Actual Forecast Spend n/a n/a n/a n/a n/a Variance n/a n/a n/a n/a n/a

EASEbuy

OPG 15 May 2009 31

Project Title: EASEbuy (PECOS) Implementation Project Ref No: Sub Analysis 2 Code: SP812005 Project Manager: Stuart

Gillespie Programme: Finance Change



SRO: Derek Croll Date: 7th May 09

Period From To


1st Feb 09 30th April 09 Delivery Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. A Gap Analysis of the Finance System has shown the predominant “gap” to be the absence of fit and proper purchasing processes controlled through an effective and efficient purchasing system. The project is to implement purchasing functionality through the Scottish Government’s front end purchasing system developed by eProcurement Scotland which is known as EASEbuy. What are the benefits? To provide and improved Purchase to Pay process in terms of ease of use, efficiency, data quality and internal control. The development of the purchase to pay process is also essential to facilitate improved financial reporting to include commitment information Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost


2 Months ago Amber Green Green 3 Months ago Green Green Green


Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Phase 1 started on the 1st April and as a pilot was limited to three offices (FM, BIT and HR Recruitment).

• 479 Purchase Order lines were placed during Phase 1 • No significant ongoing issues

Phase 2 went live across all remaining offices on the 20th April

EASEbuy

OPG 15 May 2009 32

• 460 Purchase Order lines placed during first week. • No significant ongoing issues

Ongoing support is being provided by the Finance Customer Services team with technical support from the Financial Services team at the Scottish Government. Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stage/Milesto

ne Description

Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Proposal Proposal to Finance Systems Project Board

22nd Feb 2008

Initiation Recruitment of Project Manager

6th Oct 2008

Delivery Data Gathering Phase 1

19th Dec 2009 19th Dec 2008

Delivery Testing Completion

27th Feb 2009 20th Mar 2009

Issues identified during testing, resolved & retested

Delivery Data Gathering Phase 2

27th Feb 2009 27th Feb 2009

Delivery Supplier Adoption

27th Feb 2009 27th Feb 2009

Delivery Phase 1 Go-live

9th Mar 2009 1st April 2009

Moved due to additional testing

Delivery Phase 2 Go-live

1st April 2009 20th April 2009

Moved due to additional testing

Closure Closure of Phase 2 and scoping of Phase 3

30th May 2009 30th May 2009

Issues Live issues that are having a significant impact on the project. Description Status Action -

EASEbuy

OPG 15 May 2009 33

Risks Significant risks to the success of the project. Description Status Action - Benefit Realisation Plan


Actual/ Forecast

RealisationComments

Cost saving from the reduction in enquiries received by Finance 74,545 74,545

Over 5 years

Focused spend and/or reducing maverick spend by following appropriate procedures 25,000 25,000

Over 5 years

Cost savings from efficiency gains through requisitioners/approvers using EASEbuy 162,500 162,500

Over 5 years

Costs


Previous

Years 09/10 10/11 11/12 Total


68,000 16,000 84,000


46,302 16,000 62,302

Variance 21,698 0 21,698

Records Management

OPG 15 May 2009 34

Project Title: Records management project Project Ref No: Sub Analysis 2

Code: SP710100

Project Manager: Gordon Hobbs Programme: Governance Arrangements:


SRO: Susan Mansfield

Date: 24/04/2009

Period From To


01/01/2009 24/04/2009 Delivery Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. The need for increased uniform record keeping practices to be adopted across the organisation has intensified significantly since the last review of records management. Large FOI requests have made it necessary for staff to carry out extensive work as a result of the retention of non-current information beyond the retention period. This project seeks to develop and implement the policies and processes that will embed good and consistent document, record and information management principles and practices into the Scottish Parliament. At the end of the project all SPCB offices will be following consistent and compliant policy and procedures, achieving efficiencies through better practices and will be working from accurate and up-to-date retention schedules. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Green Green Green Last Month Amber Green Green



Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period The project completion date has been extended due to the unavailability of two offices; it will now be completed by the end of May 2009.

Records Management

OPG 15 May 2009 35



Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Delivery Development of final report.

29 May 2009

29 May 2009

On schedule

Delivery Delivery in the following offices: OR; Events & Exhibitions; Personnel; Strategy & Development; Broadcasting and Corporate Publications.

Various dates from Jan – Apr

Various dates from Jan – Apr

Completed in accordance with revised completion date.

Closure Capture lessons learned. Ensure project file weeded and closed.

29 May 2009

29 May 2009

On schedule

Issues Live issues that are having a significant impact on the project. Description Status Action Currently unable to search content of .msg files saved in Windows Explorer.

Open Final report recommendations to address issue

Legislative competence – advice to Clerks. Who is required to maintain the record of legal advice?

Open Final report recommendations to address issue

Risks Significant risks to the success of the project. Description Status Action No open risks Benefit Realisation Plan


Actual/ Forecast


Standardised approach to record keeping across the SPCB increases find-ability of material

6 months after implementation


Measure using survey

Records Management

OPG 15 May 2009 36

Creation of an records management ‘community of purpose’ which can be utilised for records management as well as for the information management strategy and other long-term projects will improve overall information literacy leading to increased effectiveness

Realised at dates agreed (varied)

Realised at dates agreed (varied)

Already used Champions for Collections project and considering using community for web project to drive data transfer.

Staff training leading to increased awareness of requirements, both corporate and legislative, will result in better compliance and reduced risk

30 March 2009 30 March 2009

Offsite storage usage for current and non-required files should decrease, saving money.

15 months after project closure

15 months after project closure

Measure using off-site storage space decrease.

Consistent approach to records retention throughout the SPCB will reduce reputational risk



Measure using survey.

Encouraging sharing will result in less duplication, and better quality of decision making




Reduction of electronic storage will reduce our costs



Measure using storage statistics.

Aid better retrieval 6 months after implementation



Assist the SP in reaching environmental targets

Ongoing activity

Ongoing activity

Reduce duplication thus reducing costs




Reduce the time taken to respond to FOISA requests




Records Management

OPG 15 May 2009 37

Costs

Financial Years Current Next Futur

e

Previous

Years 09/10 10/11 11/12

Total


£40, 000 £60, 000 £100, 000


Variance

Library Management

OPG 15 May 2009 38

Project Title: Library Management System Project Ref No: Sub Analysis 2 Code: SP818700 Project Manager: Kathryn

Appleby Programme:



SRO: Susan Mansfield Date: 22/04/09

Period From To


Jan 09 Apr 09 Delivery Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. LMS was 10 years old and had reached the end of its lifecycle, and was no longer suited to Scottish Parliament needs. Overall objective(s) of the project: • Procure a system to manage the library’s information resources and administrative functions • Ensure accountability for the information resources acquired and managed • Reduce the cost of library administration • Procure a fit for purpose system to enable us to drive inefficiencies out of our business processes • Enable our customer to connect with our information resources 24/7, via our Intranet, to leverage the value of our assets • Ensure scalability and flexibility in our system to accommodate new SPICe services and link to other information resources under the principles of the information management strategy Project supports the successful performance by members of their parliamentary and representative functions and contributes to our aim of being an efficient, innovative and effective organisation. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Green N/A Green Last Month Green N/A Green

2 Months ago Green N/A Green 3 Months ago Amber N/A Green


Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Major milestones met. Issues with data extraction led to timescale slippage of 4 weeks. Live system now delivered, all staff trained. Systems acceptance testing

Library Management

OPG 15 May 2009 39

undertaken, awaiting SRO approval to move snagging to Business as Usual, dependant on the snags listed in issues section being resolved. Project closedown scheduled for 15/05/09. Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stage/ Milestone

Description

Planned Completion Date

Actual/ Forecast

Completion Date

Comments

Proposal Project approved by Directors Group

9/04/08 11/04/08


Established project team 14/04/08 14/04/08

Development of specification

24/06/09 24/06/09

Procurement Procurement strategy 14/05/08 Invite notes of interest 19/05/08 16/05/08 Evaluation 16/06/08 16/06/08 ITT 19/06/08 25/06/08 Deadline for receipt of

tenders 05/08/08 05/08/08

Evaluation of tenders 20/08/08 20/08/08 Tender evaluation boards 29/08/08 26/08/08 Supplier presentations 10/09/08 15/09/08 Contract Award 31/10/08 31/10/08 Delivery Software validation 3/11/08 3/11/08 Data extraction 10/11/08 17/12/08 BIT experienced

considerable difficulties extracting data, Project delayed by 4 weeks

Examination and agreement of data dictionary

30/01/09 30/01/09

Pilot system delivery & testing

6/02/09 13/02/09 Supplier asked to delay delivery 1 week

Report back on data testing

27/02/09 27/02/09

Live data extraction 10/03/09 12/03/09 BIT experienced difficulties replicating data extraction

Delivery of live system 17/03/09 16/03/09 Training 18/03/09 18/03/09 Systems acceptance

testing 10/04/09 01/05/09

System Launch 24/03/09 17/04/09 OPAC customisation 01/05/09 01/05/09 OPAC Launch 05/05/09 05/05/09 Lessons learned 15/05/09 15/05/09 Project Closure 15/05/09 15/05/09

Library Management

OPG 15 May 2009 40

Issues Live issues that are having a significant impact on the project. Description Status Action Snagging – 2 new functional areas in system still not performing as expected/required: Cataloguing module – issues with MARC functionality, errors generated when adding/duplicating records OPAC – sorting of search results not possible, subject alerts not generating, some customisation options not accessible Further minor snagging as to be expected with a new system implementation

open Supplier to develop/correct

Risks Significant risks to the success of the project. Description Status Action Exceeding budget open Any development work to be subject

to change control, to be fully scoped, managed to cost statements, and piloted before acceptance.

Failure to secure supplier to meet all mandatory system requirements

closed

Loss of data during transfer closed Benefit Realisation Plan

Benefit Description

Planned Realisation

Actual/ Forecast


Reduced maintenance costs

31/03/09 01/07/09 Annual cost saving in new contract: £5248

Simplified/faster processes

17/06/09 17/06/09 . Realised when all staff trained and gained experience to use system efficiently

Improved financial and management information

17/06/09 17/06/09 Realised when all staff trained and gained experience to use effectively

Costs



Total


£40, 000


£28, 083

Variance £11, 917

HPT Records Management

OPG 15 May 2009 41

Project Title: HPT records management Project Ref No: Sub Analysis 2

Code: SP710100

Project Manager: Ken Glasgow Programme: Governance Arrangements:


SRO: Susan Mansfield

Date: 24/04/2009

Period From To


01/01/2009 20/03/2009 Concluded Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. Current HPT records are not fit for purpose in that they are fragmented, duplicated, containing unnecessary material, stored out of context and not needed making them virtually inaccessible hampering the business of FM and our ability respond to FOISA requests. The specific objectives of the project were to: 1. Identify and categorise all Holyrood Project Team records. 2. Develop and document a retention schedule 3. Recommend and document procedures and systems for the management of current, semi-current and archive records within the existing records management policy. 4. Develop a process to review the records which is agreeable to the Scottish Parliament and NAS, and which is scaleable for all of the Scottish Parliament’s records. 5. Transfer review skills to the Scottish Parliament staff. This will meet our aim of being an efficient, innovative and effective organisation. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost





OPG 15 May 2009 42

Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Project met all objectives to time and budget. Report given to FM recommending remedial actions which are currently being undertaken as business as usual activity. Stage/Milestone Status Please detail all milestones and indicate their current status. Stage Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure


Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Delivery Agree PID 14-Jan-09 14-Jan-09 Delivery Draft HPT records

retention schedule with SP, NAS and Legal

19-Jan-09 19-Jan-09

Delivery Retention schedule signed off by SP, NAS and Legal

20-Mar-09 20-Mar-09

Closure Agree recommendations for procedures and systems for the management of current, semi-current and archive records

24-Feb-09 24-Feb-09

Closure Agree a process to review current, semi-current and archive records

20-Mar-09 20-Mar-09

Closure Skills transfer to SP staff

20-Mar-09 14-Jan-09

Issues Live issues that are having a significant impact on the project. Description Status Action Closed Risks Significant risks to the success of the project. Description Status Action Closed


OPG 15 May 2009 43



Actual/ Forecast


Enable SPS to meet legal obligations

30/03/2009 Signed off Ability is in place – work still being delivered.

Costs

Financial Years Current Next Futur

e

Previous

Years 09/10 10/11 11/12

Total


£17,000 £17,000


£13, 258.45 £13, 258.45

Variance £3, 741.55 £3, 741.55

Equality Impact Assessment

OPG 15 May 2009 44

Project Title: Equality Impact Assessment Project Ref No: Sub Analysis 2

Code:

Project Manager: Aneela McKenna

Programme:



SRO: Lee Bridges Date: 5th May 09

Period From To


March 09 May 09 Initiation and Planning Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. Equality Impact Assessment is a systematic process which aims to promote equality and to remove any adverse impact from the way in which we carry out our day to day functions. The process will lead to more effective decision making taking account of the needs of all groups. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.* Plan Benefit Cost

Now Amber Green Green Last Month Green green Green

2 Months ago green green Green 3 Months ago green Green Green


Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period During this period, the Strategy and Development Team has been less involved with the development of the tool as it is currently being developed by BIT. They are creating an IT version of the tool for carrying out equality impact assessment. The Strategy and Development team are currently preparing the guidance materials which will be ready in time for the launch of the pilot. It is intended that the guidance is made available to the user while carrying out an equality impact assessment online.


OPG 15 May 2009 45

Stage/Milestone Status Please detail all milestones and indicate their current status. Stage


Planned Completio

n Date Actual/ Forecast Completion Date Comments

Planning Completion of the IT tool

31 May 2009

Mid July 2009 6 weeks behind schedule

Planning The guidance materials are produced and integrated into the tool

31 May 2009 (guidance complete 12th May)

Mid July 2009 6 weeks behind schedule

Planning The pilot has completed

15 June 2009

End July 2009 6 weeks behind schedule

Planning The Communications plan has been implemented

End June 09

August 09 6 weeks behind schedule 15 July 2009

Planning The tool has been merged into strategic and operational project portfolio boards, SPCB/ SLT and OMG papers.

End June 09

August 09 6 weeks behind schedule

Delivery Training has been provided to all teams/offices.

End June 09

August 09 6 weeks behind schedule

Issues Live issues that are having a significant impact on the project. Description Status Action Delays to the process due to commitments and time allocated on the project

Amber Have regular meetings with IT/ prepare in advance work of the pilot so that it can start immediately once the tool is available from IT


OPG 15 May 2009 46

Risks Significant risks to the success of the project. Description Status Action No significant risks . Benefit Realisation Plan


Actual/ Forecast

RealisationComments

Effective decision making July 2009 Removal of any adverse impact on equality groups

Ongoing process

Improvement to the delivery of services

Ongoing process

Meeting legal requirements

July 2009

Costs

Financial Years Curren

t Next Future

Previous

Years 09/10 10/11 11/12

Total


0 10,000 10,000


Variance

Strategic Portfolio

OPG 15 May 2009 47

Annex B Summary of Strategic Portfolio 2.1 Parliamentary Business Ref Activity Target Highlight Report Status

1.2 Business Continuity (BC) programme

31-Jan-10 BC Awareness Week has taken place. Recruitment of a BC Manager has commenced. Site agreed for data centre equipment and communication facilities for a Disaster Recovery site A Memorandum of Understanding has been drafted between the Parliament and third parties who have expressed a willingness to provide the Parliament with accommodation for an alternative Chamber.

1.3 Security Review Programme

31-Mar-10 Generally, satisfactory progress being made with the range of projects. Minor delays require to be managed. Chicane works – substantially complete at end march Turnstiles tenders received and are being evaluated. May slip due to anticipated turnstiles manufacturing period Perimeter protection – CEC approval awaited. Verbally assured that it will be issued imminently Visitor screening facility project governance arrangements and PID being finalised.

1.4 Review of SPCB Supported Bodies (RSSB)

June 2009

The SPCB submitted additional supplementary evidence to the RSSB Committee on 5 February and again on 5 March 2009. This was followed by a second evidence session with the Committee on 10 March. The Committee heard its final oral evidence at its meeting on 24 March. We understand that the Committee is now considering its findings and is expected to publish its recommendations end May/ early June. Depending on the recommendations made we would anticipate work being taken forward by way of a Committee Bill but it is unlikely such a Committee will be established before the summer recess.

Strategic Portfolio

OPG 15 May 2009 48

2.2 Supporting members Ref Activity Target Report Status

2.2 Agreed programme of action arising from Survey of Members’ Needs in place

TBC Discussion paper on Members Needs to be taken at SLT on 4 June.

2.3 Engagement Ref Activity Target Report Status

3.2 New public affairs plan in place

Revised to June 2009

The strategy document and accompanying operational plan is planned to be discussed with SLT on 4 June and then the SPCB on 24 June. Included in this will be work around setting targets and evaluation of the strategy. To inform this work we will commence to explore whether this kind of social attitudinal work might be done in collaboration with other UK parliaments and assemblies. The aim is to establish KPIs on public engagement by January 2010

3.3 Publication of first annual report on engagement activity

30-Sep-10 Will be subsumed into the implementation of the overall Public affairs strategy for the next portfolio update.

3.4 Information and Web Strategy Programme

31-Aug-10 The scope and nature of the IMS programme have been adjusted in the light of experience and of progress on three major projects. The Committee project has been completed. The OR project is proceeding on target. Phase 1 of the Web project was completed on time: budget is needed to allow phase 2 to proceed. (individual reports on the OR and Web projects are appended) The Technical Architecture stream has been in exception, but a suggested plan to bring it to a successful conclusion is with the Head of BIT for assessment. The IS stream has proceeded well. The Master Data Register has been produced and discussed with office heads. Work is well advanced on installation of the Thesaurus, and on scoping migration of data from SPP. Discussions have been held with individual offices and teams to discuss improvement of data quality and management. These should feed through into individual projects which will help to realise the overall objectives of IMS.

Strategic Portfolio

OPG 15 May 2009 49

Two candidate areas who have pipeline projects that would require IMS advice are already in discussion with the IMS panel and teams. These are the HR change programme and its new system, and the Chamber Desk, which has several databases and data sources that would benefit from an approach of adding information once and sharing it

2.4 Organisational health Ref Activity Target Report Status

4.2 New risk management strategy and corporate risk register in place

31-Mar-09 The revised corporate risk management strategy was considered by the AAB members as well as SLT and this has now been fully aligned with the Strategic Plan. The draft has been circulated along with the Strategic Plan to OMG and the SPCB is then scheduled to consider the revised draft on 29 April.

4.3 Corporate Change Programme

31-Mar-09 Version 2.0 of the strategic plan was approved by the SPCB on 29 April. The new processes and governance for projects went live on 1st April, The first meetings of SLT and OMG were held on 31 March and 3 April respectively. The leadership development programme is underway. The guidance on conducting reviews has been commented on by the TUS and is to be discussed by SLT on 6 May along with the draft Internal Communications and A scoping paper setting out priorities for Phase 2 of the Change Programme

4.4 HR Change Programme Apr-11

The new HR Enquiry Service is on schedule to be launched in early May. The Clerk/Chief Executive has agreed that the HR system procurement strategy should proceed on the basis of a variant bid, inviting tenders for both an internally and externally hosted system. A revised procurement timetable has been produced and the Programme Board has also agreed to reschedule the realignment project due to an expansion of the project’s scope. Although there has been some slippage to both projects as a result, this should not affect the overall programme with the implementation of the new system and final state structure in April 2011. Contract award for the new system is now scheduled for April 2010.