operational portfolio quarterly report

OPERATIONAL MANAGEMENT GROUP OMG(2009)Paper 037

7 December 2009

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Operational Portfolio

Quarterly Report 7th December 2009

OMG(2009)Paper 037 7 December 2009

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1. Portfolio Report and Analysis 1.1 Future proposals are shown in a separate table as agreed at the last

meeting. The proposal highlighted below by shading has been submitted for approval by OMG in section 3 of this paper.

Proposals

Nr Title Sponsor Office Anticipated submission

date

2009/P1

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

A. Balharrie BIT Withdrawn

2009/P2 Members Contact management A. Balharrie BIT August

2009 2009/P5 Main Hall review M. Hegarty PAG TBC

2009/P6 Review of Fire Evacuation Roll Call system

J Headley FM TBC

2009/P8 Review of recruitment practice C. Chisholm HR TBC

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

reports can be read in Annex A (page 11)

Initiation and Planning

Nr Title Sponsor Summary Status PID

2009/I3

Improvement of procurement Information systems - investigation

D. Croll Withdrawn N/A N/A

2009/ I9

New FM system - Assyst/Frontline replacement

J. Headley

Withdrawn

N/A N/A


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Initiation and Planning

Nr Title Sponsor Summary Status PID

2009/ I10

Finance Change programme - system phase 2

D. Croll

Work procuring replacement expenses system proceeding. Programme PID was due this month but has been delayed to March 2010.

Amber

March 2010

(revised from Dec

09)

2009/ I11

Debate Recording System

H. Hales

PID under development. If the project is to go ahead it will require to be funded from contingency.

Amber Feb 10

2009/ I12

Records Management Phase 2

H. Hales PID is under development Green Feb 2010

2009/ I13

Chamber Desk systems

K. Hughes

PID is under development. Work is ongoing to look at sharing information with the NI Assembly.

Green Feb 2010 (revised from Jan

10)

2009/ I14

Server replacement

A. Balharrie Withdrawn N/A N/A

2009/ I15

Service yard gates

J. Headley

PID being worked on. If approved the project will require to be funded from Contingency

Amber Jan 10

2009/ I16

Broadcasting Infrastructure

M. Hegarty

Programme PID submitted for this meeting

Green Dec 09


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Delivery

Nr Title Sponsor Summary Status End Date

2009/ D2 Responsible purchasing D. Croll

Working groups progressing with objectives. Report of Fair Trade completed.

Green March 2010

2009/D8 Holyrood Desktop tech refresh

A. Balharrie

The Refresh for members and their staff has been completed. SPCB staff PC’s will be refreshed by the end of January 2010. Wok on the new software platform has commenced.

Green August 2010

2009/D9 Enquiries Database investigation

H. Hales

Supplier validation and project planning continuing. If approved this project will require funding from the 2010/2011 budget contingency.

Amber Feb 10

2009/D10 E-Petitioning system

K. Hughes

Discussions with the Web Development contractor continuing.

Green Sept 2010

Closure

Nr Title Sponsor Summary Status Report due

2009/C2 Records management Phase 1

H. Hales Report Submitted Green December 09

2009/C5 Equalities impact assessment

L. Bridges

The New Tool and policy are now in place.

Green TBC


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2. Portfolio Status 2.1 The chart below illustrates the status of projects within the Portfolio. No

projects are in red status.

Portfolio Status

Green67%

Red0%

Amber33%

2.2 The overall performance of the Portfolio has declined since the last report. This is largely as a result of projects that do not have budgetary approval being shown as amber.

0% 10% 20% 30% 40% 50% 60% 70% 80%

Green

Amber

Red

Dec-09Aug-09May-09

3. Portfolio Finance & Prioritisation 3.1 Below is a financial summary of the Operational Portfolio. The projects

are shown in the prioritised order that was agreed by OMG in September as part of the budgeting process. The figures are those presented to the Finance committee on 17th November. Those projects which will require to be funded from contingency are shown shaded.


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Priority Project 09/10 Budget

09/10 Forecast spend

10/11 Budget Total projected spend

1 E-Petitioning system - - £130,000 £130,000

2 Server Replacement £201,000 £201,000 £125,000 £326,000

3 Holyrood Desktop refresh £800,000 £800,000 £160,000 £960,000

4 Finance Change Programme Phase 2

- - £240,000 £240,000

5 Chamber Desk systems - - £70,000 £70,000

6 Broadcast Infrastructure Programme

- - £65,000 £65,000

7 Responsible Purchasing - - - -

8 Equalities Impact Assessment - - - -

9 Enquiries Database (est. £65k total) £50,000 £37,000 - £0.00

10

Replacement of Multi-function Devices (est. 30k)*

11 Records Management Phase 2

- - - £0.00

12 Service yard Gates (est. TBC) - - - £0.00

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Expansion of Storage Area Network (Spend brought forward to 09/10.)*

£100,000 - - £100,000

14 Debate Recording System (est. £85k)

15 Members Portal (est. 32k)*

16 Replacement of Printers (est. £77k)*

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Video Conference Equipment Upgrade and Enhancement (est. £120k)*

Totals - - £790,000.00 £1,791,000

3.1 Projects marked with an * do not yet appear on the Portfolio, although the

proposals were accepted by OMG as part of the budget process. Group Heads are asked to consider if any should be included in the reporting portfolio for the next quarter.


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3.2 OMG are asked to confirm the prioritisation of the projects as shown.

4. Proposals 4.1 A Proposal for a Members Contact Management System has been

submitted by BIT. The Proposal is attached at Annex B (page 56). The proposal requests that BIT be allowed to develop a PID which will look in more detail at the impact, outputs and benefits for the project. The target would be for a new system to be available for members to use immediately after the election in 2011.

4.2 Should the proposal be accepted OMG is asked to agree where in the

priority list (at 3.1) this project should sit. The ratings applied in the proposal would suggest that it would be appropriate to consider the project at around number 9 in the list.

5 Project initiation Documents (PIDs) 5.1 A Project Initiation Document for the Broadcasting Infrastructure

Programme has been submitted. The PID is attached at Annex C (page 61). The PID formalises the discussion paper that was taken at the last OMG meeting and sets out the framework for the operation of the Programme.

6 Closure Reports 6.1 This quarter a Project Closure report for the records management

project (phase 1) has been submitted for Approval. A number of points are noted in the report and these should be considered individually by the relevant group heads. The detailed report is at Annex D (page 76).

7. Requests to remove projects from the Portfolio 7.1 A number of requests from group heads have been made for projects

be taken off of the portfolio. These are detailed below. OMG is asked to consider these requests


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Unified messaging phase 2 7.2 A contingency bid (notification) for financial year 10/11 was put forward

for the project to upgrade the unified messaging system which currently provides voicemail services to SPS staff, Members and their staff. The financing for the project is not yet approved. BIT wish to remove this project from the portfolio and a proposal will be submitted in 10/11 clarifying project goals and expected costs.

Improvement of procurement Information systems 7.3 After investigation Procurement has sourced a low cost subscription

service for a system that meets their needs. This will be a web access system that will not require significant project resources. It will therefore now be removed from the Operational Portfolio.

New FM system - Assyst/Frontline replacement 7.4 FM have sourced a system for their requirements that were previously

under this project. This is a web access tool that should not require significant resources from the rest of the organisation, as it is being implemented by the new maintenance contractor. FM will now carry out this work as a group project and it will be removed from the operational portfolio.

Server replacement 7.5 The server replacement programme is currently being defined for

2010/11 with an engagement currently taking place with a supplier. The engagement will set out the options to upgrade and consolidate the current server estate from which a programme will be developed with the view to reducing our support costs, reducing the overall environmental impact, increasing performance and improving the disaster recover option. There will not be a major tender exercise so, as the programme is predominantly contained within BIT, the project will be run within the Group. OMG may consider leaving this project in the operational portfolio as it is a key operational programme for the organisation due to the underpinning nature of the technologies being impacted by the change.

8. Forward look. Projects in the planning process


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8.1 As part of the planning process there will be a significant amount of activity around the management of projects in the coming months. SPMN will cover the approach to projects in 10/11 as part of the session on Planning and Budgeting on 4th December, OMG will be considering projects as part of their planning day on 11th December and this will inform the Leadership meeting early in the New Year looking at the same topic.

8.2 The Strategic Portfolio will be adjusted as necessary depending on the

revision to the Strategic Plan for the 10/11 year, but one programme that will be added to the portfolio will be for the 2011 Election. The SRO for the Elections Programme will be Bill Thomson.

Monthly Portfolio Meetings 8.3 At the request of the Chief Executive the OMG has been considering

the Operational Portfolio on a monthly basis. The purpose of these meetings has been to provide a forum for both information sharing amongst Group Heads as well as to offer an opportunity to raise any resourcing or progress issues with the group.

8.4 OMG is invited to discuss this arrangement and whether they consider

it should continue, take another form or be dropped as an item. Project/Programme management training & Tools 8.5 The Projects and Best Value Manager has been working alongside the

Capability Development Manager to integrate Project and Programme Management training into both the G7/8 Leadership Development programme as well as the G5/6 Academy proposals. The Future structure is now taking shape and what is proposed is:-

• A Programme Management focused course initially for Grade 7/8. This will be a 1 day course and will be based around performing the SRO role within the Managing Successful Programmes (MSP) methodology

• A Project Management course as part of the Leadership Academy. This would be available for all grades and will be a 2 day course on leading projects. This will follow the PRINCE2 2009 (Directing Projects) methodology and include issues around our own project governance.


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8.6 It is intended to run the Programme Management courses this financial year along with a pilot of the Project Management course. This will be covered by the existing budget for Project Management training.

8.7 BIT has been assisting in the development of a project document library that will contain information that has been submitted to both the Strategic and Operational Portfolios. This will include lesson learned reports and enable managers to see example of project documentation that should help in the completion of new templates etc. It is hoped that this will be in place and populated with the existing portfolio information early in the New Year.

9. Summary

OMG is asked to consider the Portfolio report, and in particular to:-

• Note the Individual Status reports and the overall Portfolio status.

• Note the completion of the Equality Impact Assessment project • Note the Financial provision for the portfolio and confirm the

prioritisation of the projects. • Consider the following project documentation

o Proposal for members contact Management Solution (adjusting the project prioritisation list as required)

o PID for Broadcasting Infrastructure Programme o Project closedown report for Records management

Phase 1 • Note the projects being removed from the Portfolio

o Unified messaging phase 2 o Procurement information systems o New FM system o Server replacement

• Note that the election project is being added to the Strategic Portfolio

• Discuss the ongoing requirement for monthly portfolio updates

• Note the progress being made on the next stages of the project and programme management training and information systems.

10. Next Meeting 10.1 The next meeting to discuss the Operational Portfolio will be at the

OMG meeting on 11th January. Group heads are asked to note that PID’s for the January meeting should be agreed and submitted to the Projects and Best value Manager prior to 18th December, as papers for the meeting will be issued immediately after the New Year.

Finance Change programme - finance system phase 2 investigation

Annex A Project Status Reports

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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 Nov 2009

Period From To

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

1 Aug 2009 30 Nov 2009 Initiation & Planning (Procurement for CASE replacement element of the programme)

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 is required, and is now underway, to purchase a separate system 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 Green Green Green

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

Overall Trend Worse Enter Better, Same, or Worse



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Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period This programme comprises 3 main elements:-

1. Replacement of the CASE system 2. Development of reporting from SEAS 3. Resulting from 2 – the provision of web based reporting to the public for Members’

expenses The scope of the project to replace the CASE system and the procurement timetable for this have been agreed to enable specification and implementation of the new system by the required date (31/03/2011). The replacement system will provide broadly equivalent functionality to CASE, but with the detailed transaction data interfaced to SEAS to improve financial control and enable required reporting to be generated from data held in the core finance system. As reported last quarter, this element of the financial systems development is being progressed as a separate project proposal, although still within the overall programme, with a budgetary impact for the 2010-11 financial year. In respect of developing our reporting, we have developed and tested a new report to be hosted on the Finance portal. This provides individual transaction details for the current financial year in an Excel spreadsheet format to support the existing monthly operating cost statements. The new reports will be available on the Finance portal from period 8. Following successful SEAS developments to enable automated accruals and calculation of commitments, we are also currently developing and testing new reports to incorporate commitment information in a new suite of standard cost centre reports. We aim to review and improve the data quality of the commitment data during the course of the 2009-10 financial year to allow new reports to be available for the 2010-11 financial year. Following agreement on the scope of the CASE replacement, further work is required to generate a firm proposal for the development of reporting from SEAS during 2010-11. The previous status report advised that the target date for this proposal had been scheduled for 31 March 2010. This remains the next key milestone. It had been hoped to produce the PID for the overall programme, including the reporting development, for the OMG meeting in December. This target date has proved too ambitious in the light of other work commitments. However, the production of the PID is, necessarily, an iterative process in conjunction with the preparation of the proposal for reporting development. We are now planning to bring the PID to the OMG meeting on 1 March. Funding for all three elements of the programme has been secured as part of the 2010-11 budget submission.



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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

Initiation & Planning

Update SEAS hierarchies to enable future reporting

31 Mar 2009

31 Mar 2009 completed

Development of SEAS for auto accruals and commitment accounting

31 Mar 2009

31 Mar 2009 completed

Decision on scope of CASE replacement

30 Apr 2009

11 June 2009

completed

Produce PID for the December Operational Portfolio meeting

7 Dec 2009

1 Mar 2010 The original target date proved too ambitious in the context of other work commitments. However, the overall timetable remains on track.

Testing and development of commitment reporting

31 March 2010

Proposal for development of reporting from SEAS

31 March 2010

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



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

Benefit Description Planned

Realisation

Actual/ Forecast Realisati

on Comments

Potential benefits to be assessed once investigation phase is completed

Costs

Financial Years Current Next Future

Previous Years

09/10 10/11 11/12 Total

Approved Project Budget

Replacement Travel & Expenses system (capital)

£125k

Replacement system for web publishing of Members’ Expenses (capital)

£ 35k

Development of improved financial reporting (revenue)

£ 80k

Actual Forecast Spend

Variance



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Project Title: Debate Recording System Project Ref No: Sub Analysis 2

Code:

Project Manager: tbc Programme: Governance Arrangements:

Group X Operational Strategic

SRO: Henrietta Hales Date: 30 November 2009

Period From To


1 October 2009

30 November 2009

Proposal, 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 Official Report is the written record of what is said in public meetings of the Scottish Parliament and its committees. To produce the Official Report, it is necessary to create an audio recording of the proceedings. The debate recording system organises and delivers that recording to official reporters in such a way as to enable them to create the Official Report. The current debate recording system was procured in 2003 and has been used as the primary source of audio recording in the production of the Official Report since the move to Holyrood in 2004. The system, although performing adequately, is now approaching the end of its lifecycle. Support for the system will be withdrawn in 2012 and maintenance and support of the system is becoming increasingly challenging thus increasing the risk of failure. Given the criticality of the debate recording system to the production of the Official Report, it is proposed to upgrade or replace the current system before support is withdrawn. A project will be initiated and planned to update the current debate recording system with a system that delivers the same or improved functionality, simplified technical architecture and improved maintenance arrangements. In addition an updated or new system will reduce support costs and assure business continuity for the next five years. 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 Amber Last Month

2 Months ago 3 Months ago

Overall Trend Worse Enter Better, Same, or Worse



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Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period The project proposal was approved by OMG during September but no budget was available for allocation to the project in financial year 2010-11. As a result the project status has been moved to Amber for the cost component and the plan component has been moved to Amber as resource may not be allocated to the project until funding is secured. The preferred option of the primary stakeholders in the project (official report, broadcasting office and BIT) is to develop the current audiovisual archive system owned by the broadcasting office to meet the needs of the official report. In partnership with Logica, BIT has identified a way to “bridge” the SP and broadcasting networks so that sound can be streamed from broadcasting to the official report. However, agreement has not yet been reached on the feasibility of the proposal and its cost compared with other solutions. It also remains unclear whether this option would deliver the required functionality for the official report The aim was to reach a decision by the end of October, to ensure that if a procurement exercise was necessary it could be mounted in time for the project to be completed during the 2010-11 financial year. Hence the Amber rating on “plan”. A PID will be produced for OMG’s February meeting, but without financial resource being allocated to the project, it may be difficult to secure resource to work on the project. 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

Project proposal August 2009 August 2009

Initiation and planning

March 2010

Procurement (if required)

June 2010 If a tender exercise is



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not necessary, all steps should be completed sooner.

Delivery December 2010

Closure March 2011 Issues Live issues that are having a significant impact on the project. Description Status Action Uncertainty about the feasibility/desirability of the preferred option.

Open BIT/Logica, broadcasting, procurement services and official report to clarify the options and what they entail. The uncertainties may be best addressed by a proof of concept that minimises financial exposure.

BIT unable to prioritise the project if it has no budget.

Open PID to be prepared for OMG February meeting

No financial resource allocated to the project

Open As above.

Risks Significant risks to the success of the project. Description Status Action Budget for enabling work (the “bridge” between the networks) and/or for the digital recording solution unobtainable.

Open PID to be prepared for OMG February meeting at which it will be asked to reconsider the priority of the project and to allocate financial resources to it, if only the cost of a proof of concept.

The preferred option is not satisfactory for the broadcasting office or the official report, or the enabling work is considered too expensive and a procurement exercise to identify an alternative supplier is required.

Open Technical architecture plan drawn up by Logica; costed (by end November) and to be agreed/rejected by BIT, broadcasting and official report. Work to be done by supplier to be identified, costed (by mid-December) and agreed by BIT, broadcasting and official report.

Failure to implement a Open Risk averted if project completed



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satisfactory solution before support for current system ends in 2012.

by end of 2011.

Benefit Realisation Plan

Benefit Description Planned Realisation

Actual/ Forecast

RealisationComments

A reduction in direct support costs to the third party supplier.

On completion

Improved functionality “ Reduced support and maintenance costs

“

Business continuity / Mitigation of system failure risk

“

Costs


Previous Years 09/10 10/11 11/12

Total


None approved


£85000

Variance

Records Management Project – phase 2 Annex A

Project Status Reports

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

Code:

Project Manager: Gordon Hobbs Programme: Governance Arrangements:

Group Operational Strategic

SRO: Susan Mansfield Date: 26/11/2009

Period From To


30/09/2009 26/11/2009 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. Phase 1 of a project to improve the records management (RM) capacity and capability in the Scottish Parliament (SP) delivered a full audit of SP records, a retention schedule for each part of the business, a refreshed records management policy, a trained network of Records Management Champions and a maturing RM competence in all staff. A second phase of the records management project is required to implement some of the quick-win recommendations contained in the records management project phase 1 final report. Through implementing these recommendations, RM capacity and capability will grow within the organisation. With good practices in place we will then have the opportunity to look at technologies that will automate the manual processes and free up staff time for other, more value-added and core-business activities. It is envisaged that the investigation of technologies or issues involving large-scale change management will be tackled in a feasibility study as a third phase. Contribution to corporate strategy: The on-going improvement of our records management practices will enable business areas to improve their support of the Parliament’s core services in relation to supporting members. It also contributes to the aim of being an efficient, innovative and effective organisation and supports our continued compliance with legislative requirements. Current Status Enter Red, Amber or Green to indicate the projects current status against each of the three categories.*



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Plan Benefit Cost Now Green Green Green

Last Month Green Green Red 2 Months ago 3 Months ago

Overall Trend Better 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 At its September 2009 meeting OMG accepted the phase 1 report and recommendations, agreed that a project initiation document (PID) could be prepared for phase 2 of the records management project and requested that the scope be restricted to improving records management capability and processes prior to any input from BIT. Phase 2 will therefore have as little impact on BIT resource as possible. A project initiation document is now in preparation and on-going discussion with stakeholders is taking place. The PID will be presented to OMG at its meeting on 1 February 2010. 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 Paper presented to OMG

07/09/2009 07/09/2009 Completed

Initiation and planning

PID to be presented to OMG for approval

01/02/2009 01/02/2009

Delivery Further milestones to be developed in PID process



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Issues Live issues that are having a significant impact on the project. Description Status Action Project leader involvement in contract re-let process through to May 2010

Open Ensure adequate resources are available to cover other duties. Ensure that an adequate plan is in place. Regular meetings with SRO/project board.

Budget for 2010-11 not currently secured

Closed Project adjusted to limit BIT involvement – budget no longer required for this phase.

Risks Significant risks to the success of the project. Description Status Action Unavailability of BIT resource Open Although BIT resource required

will be negligible, in line with OMG feedback, a few days’ BIT input will be inevitable. Ensure this is planned as far in advance as possible and ensure a work request is in place. Request a BIT presence on the project.

To be further developed during PID process

Draft Benefit Realisation Plan


Actual/ Forecast

RealisationComments

To be developed during PID process

Costs – to be advised during PID process



Total


£0 £0 £0 £0


£0 £0 £0 £0

Variance £0 £0 £0 £0

Chamber Desk – Parliamentary Questions & Motions Annex A


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Project Title: Chamber Desk – Parliamentary Questions & Motions

Project Ref No: Sub Analysis 2 Code:

Project Manager: David McGill Programme: Governance Arrangements:

Operational

SRO: Date: 30

November 2009

Period

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

7 August 2009

30 Nov 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. Context The parliamentary questions and motions computer systems are used by the Chamber Desk to process for publication submissions received from MSPs. These systems are key components of the larger Parliamentary process and currently handle in excess of 10,500 questions and 2,500 motions per parliamentary year. They are also used to prepare for publication written answers subsequently supplied by the Scottish Government. The systems were commissioned in 1999 and have evolved over the last 10 years into systems which broadly meet the requirements of the business, but do so in an inefficient manner using outdated and now legacy technologies. 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


Overall Trend Same Enter Better, Same, or Worse



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Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period Discussions have taken place with BIT developers on the approach to be taken. Chamber Desk staff have been allocated lead responsibility for aspects of the project. Key staff attended a demonstration of the Northern Ireland Assembly’s AIMS system which does many off the things this project is designed to do. That demonstration was delivered from an IT perspective and plans are being put in place now to visit the NIA in order to gather information on how the system works from an operational point of view ie how the Assembly’s clerks input data and interact with they system; how government officials input written answers and how members’ researchers use the system. We also intend to take evaluation from each of these groups in relation to the system and our aim is to identify key aspects of its functionality that could inform the development of a system for the Chamber Desk. 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

Project proposal

Agreement to proceed with chamber desk project; additional investigation of the development options

August 2009

Agreements given

Project initiation and planning

Detailed discussions with BIT officials on direction of project, in light of initial demonstration of Northern Ireland system

November 2009

November 2009


Detailed discussion with Northern Ireland officials on operation of AIMS system to include operational demonstration and discussions with Assembly, Government and Members’ officials.

January 2010

January 2010

Project initiation and

Completion of PID Feb 2010 Feb 2010



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planning Project procurement

Decisions on options AIMS/AIMS functionality/ Scottish Govt system/ new build

June 2010 June 2010

Project build Design, development and build of chamber desk system

December 2010

December 2010

Project delivery Final testing and deployment of new chamber desk system

April 2011 April 2011


• Identification of potential of AIMS system to deliver project objectives – detailed investigations required

Clerks in discussion with BIT

Clerks and BIT arranging to visit NIA to hold discussions with relevant officials and see system in live setting.

Risks Significant risks to the success of the project. Description Status Action Putting hopes on AIMS system as the design solution

Discussions with SG officials in relation to its system and with BIT on other alternatives

As above



Actual/ Forecast

RealisationComments

More efficient business processes: Quicker input of data and better interaction with Scottish Government system

Upon immediate introduction of new system and

As planned



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ongoing thereafter

Efficient and supportable computer system: Remove doubts about ability to support current systems

As above As planned

Data Standards Improved: Full integration with the web project to promote consistency in core data

As above As planned

Improved searchability: Improved results accuracy and confidence for all in results returned

As above As planned

Costs


Previous Years

09/10 10/11 11/12 Total


70,000 70,000


70,000 70,000

Variance

Service Yard Gates Annex A


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Project Title: Service Yard Gates Project Ref No: tbc Sub Analysis 2

Code: SP717035

Project Manager: John Paterson Programme: Governance Arrangements:


SRO: Jerry Headley

Date: November 2009

Period


September 2009

November 2009


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 undertake an options appraisal for the upgrade of the Service Yard Gates located in Holyrood Road. The gates form part of the site boundary and provide a layer of security in this area together with the Vehicle Entry System and newly installed external chicane.

Fig.1 - Existing Service Yard Gates

The gates are manually operated and can be difficult to operate due to their weight and size. Security personnel can find opening and closing the gates difficult particularly in periods of inclement windy weather.



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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 Amber Last Month N/A N/A N/A

2 Months ago N/A N/A N/A 3 Months ago N/A N/A N/A


Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period PID currently being prepared and is due for completion in December 2009. This PID will be presented to OMG in Jan 2010 for budget approval. If OMG approved, the proposed next steps will be to engage the new fabric and maintenance contractor to finalise and sign off the specification before commencing the appointment process for the installing contractor.



Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

1 Options Appraisal & PID

Nov 2009 Jan 2010 OMG to approve Options Appraisal & PID

2. Procurement Strategy Approval

Nov 2009 Nov 2009 Approved – use new Fabric and Maintenance contract

Issues Live issues that are having a significant impact on the project. Description Status Action PID Approval Not

approved PID document for this project being finalised ahead of issue in January 2010



28

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


Actual/ Forecast

RealisationComments

Health and Safety Achieved Achieved New option will remove H&S issues

Gate Maintenance Achieved Achieved New option will improve maintenance issues

Costs Financial Years

Current Next Future Previous

Years 09/10 10/11 11/12 Total


£ 0 £ tbc £ 0 £ tbc


£ 0 £ tbc £ 0 £ tbc

Variance £ 0 £ 0 £ 0 £ 0 * The budget to be applied for will be dependant on the result of the options appraisal.

Implementation of Responsible Purchasing Strategy Annex A


29

Project Title: Implementation of Responsible purchasing strategy

Project Ref No: D2 Sub Analysis 2 Code:

Project Manager: Clare Coupar Programme: Governance Arrangements:

Group √ Operational Strategic

SRO: Lynn Garvie Date: 18/11/09

Period From To


Mid August 2009

13 November 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 will integrate its 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 green green green Last Month green green green

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

N Overall Trend better 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 Since Aug 2009, a series of working groups have been progressing the main objectives:

• developing a social and ethical policy; • impact assessment action plan; • award scheme for suppliers RP initiatives;



30

• develop and implement a whole-life cost model; • major review of evaluation criteria;

The report on fair-trade has been completed and approved and will be published in the next reporting period. The annual procurement performance customer and contractor surveys are due to be issued by the end of November 09 and results should be available in the next reporting period. The succession planning programme is in final draft. Working groups are progressing well with the main objectives.


Stage/ Milestone Description

Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Delivery Integration of Responsible Purchasing into revised procurement manual

March 2009 2010/2011 A major project to review the procurement procedures manual is due to commence in September 2009 and will include this task. The scope of this review has been extended to include collaboration with the Procurement colleagues at Westminster and the Welsh & Northern Ireland Assembly’s and will now be will be completed during 2010/2011.

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

Sept 2009 March 2010

On Target

Delivery Publish report of overall

March 2010 March 2010

On target



31

success, verified by Internal Audit

Delivery All objectives contained in the Responsible Purchasing Strategy met

March 2010 March 2011

All but 4 of the outstanding objectives are programmed in to be completed by March 2010. The remaining objectives relate to the wider review of the procurement procedures manual will be completed during 2010/2011.

Issues Live issues that are having a significant impact on the project. Description Status Action Resources Amber Procurement Services are

currently carrying 2 vacancies which may have an impact on progress, however it is hoped that the overall objectives can still be met within the estimated completion dates.

Risks Significant risks to the success of the project. Description Status Action Resources Amber Resources may need to be

diverted until the current vacancies are filled.



Actual/ Forecast

Realisation Comments

Reputational benefit ongoing Invited to speak at various high profile events – Procurex 2009 Conference

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

Environmental improvements

ongoing Contribution to waste reduction



32

and other EMS targets, including carbon reduction

Compliance with legislation

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



Years 09/10 10/11 11/12 Total


n/a


n/a

Variance n/a

Equality Impact Assessment Annex A


33

Project Title: Equality Impact Assessment Project Ref No: D7 Sub Analysis 2

Code:

Project Manager: Aneela McKenna

Programme:

Governance Arrangements:


SRO: Lee Bridges Date: 26

November 09

Period


August 2009 November 2009

Delivery and Closure

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 Office completed a pilot of the tool and consulted with various offices across the organisation to seek their views on the application of the tool, its useability and content. The feedback from staff was very positive indicating that the tool was user friendly and simple to follow.



34

As this tool is likely to have a significant impact on the organisation the SDO Equality team has been raising awareness of this new process across all offices by way of attending office team meetings, facilitating workshops and one to one sessions. Most business areas have now been made aware of the tool and that the implementation date is 1st December 2009. The team has also developed new SPEIR pages on the toolkit and detailed guidance on how to complete the tool. These went live on Thursday 26th November 09. There have been discussions with the Chief Executive’s Office and the Projects and Best Value Manager to ensure that it is incorporated into existing structures including PIDs and all papers issued to SLT, OMG and SPCB, when it is relevant to a major business activity. They will also provide some support during the early stages of implementation to make sure that EQIAs are being properly carried out. As the tool itself will be reviewed in six months time, there will be an opportunity to make any changes to it if necessary. Staff have been advised that if they come across any problems with completing the EQIA, they should inform the Equality team.


Stage/ Milestone Description

Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Planning Completion of the IT tool

31 May 2009 1st Sept 2009 on target from previous schedule

Achieved Tool is now complete.

Planning The guidance materials are produced and integrated into the tool

31 May 2009 (guidance complete 12th May)

8th Sept – on target from previous schedule

Achieved Guidance completed, agreed by OMG and on SPEIR

Planning The pilot has completed

15 June 2009 8th Sept – on target from previous schedule

Achieved Pilot is complete.



35

Planning The Communications plan has been implemented

End June 09 November 09 (4 weeks behind previous schedule)

Achieved Communicated tool to all offices. Attended team meetings, organised workshops, one to one sessions with staff, advert in corporate bulletin, and discussion paper to OMG.

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

End June 09 Nov/Dec 09 (4 weeks behind previous schedule)

Achieved Agreed with CE Office and Projects and Best Value Manager

Delivery Training has been provided to all teams/offices.

End June 09 Nov 09 (4 weeks behind previous schedule)

Achieved All offices have been made aware of the new tool and how it should be applied

Issues Live issues that are having a significant impact on the project. Description Status Action This aims and objectives of this project have now been achieved. There were some delays during the development of the tool, as the tool was meant to be launched on 1st September. Nevertheless we have completed the task successfully and we will be undertaking a review of its

Green A review of the tool will take place in June 2010.



36

progress in six months time. 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 Jan 2010 We will start to see more effective decision making as staff begin to use the tool – we should be able to demonstrate the benefits once the tool has been fully embraced across the organisation. The Equality team will review EQIA every month.

Removal of any adverse impact on equality groups

Ongoing process

Ongoing process

As above

Improvement to the delivery of services

Ongoing process

Ongoing process

As above

Meeting legal requirements

July 2009 Already achieved

Achieved

Costs



Total


10,000 0 0 10,000


0 0

Variance 10,000

Holyrood Desktop Refresh Programme Annex A


37

Project Title: Holyrood Desktop Refresh Programme Project Ref No: Sub Analysis 2

Code: SP818010

Project Manager: Debbie Duncan

Programme: Desktop Refresh



SRO: Alan Balharrie

Date: 16-Nov-2009

Period


1/2 & 8/9 August 2009

Delivery - Hardware Refresh #1 (MSPs and MSP

staff) October 2009 Planning & Procurement

- Hardware Refresh #2 (SPS staff) November 2009

Delivery - Hardware Refresh #2 (SPS staff) - phase

1 of 4 Note: phases 2-4 scheduled Dec-09 & Jan-10

October 2009 November 2009

Planning - Software Refresh Streams (incl.

application compatibility testing and infrastructure remediation shown below)

October 2009 November 2009

Delivery - Application Compatibility Testing - Remediation of supporting infrastructure

for new desktop software 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 desktop environment within the Holyrood campus was last refreshed in 2002/2003. The current desktop environment is therefore aging, resulting in the maintenance and support overhead increasing, as a well as introducing compatibility and performance issues. To address this, a phased programme of change was initiated and is now underway. The change programme includes the replacement of the desktop hardware along with the associated software, as well as managing the changes required to ensure that the technology is exploited.



38


Now Green Green Green Last Month Green Green Green

2 Months ago* Cost Amber because 09/10 capital contingency required to continue with the project was still to be approved.

Green Green Amber*

3 Months ago 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 rollout of new computers to Members and their staff was completed over the weekends of 01/02 and 08/09 August. A total of 380 new computers were successfully installed across the MSP Block, Ministerial Towers and Queensberry House. BIT staff undertook floor walking in these areas to ensure Members and Members’ staff were provided with the required support and were able to make full use of the new computers. The phased rollout of new desktop computers to SPS staff commenced 07/08 November to SPICe and FM. New computers will be installed to the remaining estate during December and January. The planning of the different strands of the software refresh phase started in October and is expected to be completed by the end of November, although the planning for some strands are already complete. The software refresh strands comprise: - Creation of new desktop software environment (Windows 7 and Office

2007 suite). - Business application compatibility testing and remediation with the new

desktop. - Rationalisation of existing user software, e.g. utilising enhanced

functionality offered by the new software. - Engagement with Members, Members’ staff and SPS staff. - Investigation into a range of training options for Members, Members’ staff

and SPS staff. - Remediation of supporting infrastructure to support the new desktop. Business application compatibility testing against the proposed Windows 7 desktop and any required remediation work started mid October 2009. An iterative approach will be taken for this work. The first phase of testing will be completed 20 November. Once complete, remediation of phase 1 business applications will start, but in parallel with this further testing phases for other



39

business applications will be undertaken. Planned activities for the next reporting period are: - the creation of the new desktop software environment will start on 7

December and is scheduled to be completed mid February 2010. - Customer engagement with Members, Members’ staff and SPS staff will

start in January 2010. - The remediation of the infrastructure at Holyrood started 9 November and

is planned to be completed March 2010.



Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Initiation PID approved, Initial Risk & Issue Log prepared.

Jun-2009 Jun-2009

Planning & Procurement

Completed planning for rollout of new PCs to MSPs and MSP staff. New desktop PCs purchased and configured.

Jul-2009 Jul-2009 Completed

Delivery Rollout of new PCs to MSPs and MSP staff

Aug-2009 Aug-2009 Completed 10 Aug-2009

Planning & Procurement

Completed planning for rollout of new PCs to SPS staff. New desktop PCs purchased and configured.

Oct-2009 Oct-2009 Completed.



40

Delivery Rollout of new PCs to SPS staff

Jan-2009 Jan-2009 Phased rollout - 7/8 Nov-09

(completed)

- 5/6 Dec-09,

- 9/10 Jan-10

- 30/31 Jan-10

Planning Software Refresh planning completed.

Nov-2009 Nov-2009

Procurement Equipment & software required for software refresh stage purchased.

Dec-2009 Dec-2009 Required for the test environment and infrastructure remediation rqts.

Delivery Final desktop software platform.

Mar-2010

Delivery Working business applications on the upgraded desktop software

TBC Date unknown - Depends on application compatibility testing outcomes.

Delivery Rationalised business application and software portfolio.

TBC Date unknown - Depends on application compatibility testing outcomes.

Delivery Remediated infrastructure to support the upgraded desktop software

Mar-2010

Delivery Pilot of upgraded desktop software.

May-2010

Delivery New desktop platform installed at the parliamentary campus

Sept-2010 Deployment starting May 2010



41

Delivery Specialist training for Support staff

TBC Discussions ongoing to ensure BAU not impacted.

Delivery Training and support to MSPs, MSP staff and SPS staff in the new software

Sept-2010

Closure Preparation and approval of closure documents.

Oct-2010

Issues Live issues that are having a significant impact on the project. Description Status Action Costs of HP desktop computers are due to be increased 15 December and as yet, the increased costs are unknown. This may result in a previously unforeseen spend for desktop PCS. For example if costs were to increase by £100 per unit, this would mean an additional spend of approximately £30,000 (300 PCs*100).

Open Investigate the implications and identify how a potential increased cost can be mitigated.

Risks Significant risks to the success of the project. Description Status Action Costs for consultancy, relating to the preparation of the new desktop software image and business compatibility testing are estimated. Budget will be affected.

Open Investigation to inform this was undertaken and costs for delivering the new desktop image are now understood. Costs relating to business application compatibility testing however, are still estimated, and will be informed by the actual testing results.

Funding for replacing the PCs of SPS staff is unavailable and the upgraded OS and software will not run on the existing hardware.

Closed Additional funding from 09/10 capital contingency was approved September 2009.



42

The existing business critical business applications will not run on the platform.

Open Re-write the applications (a developer resource to do this is factored into the project bid). Virtualise the desktop to allow the applications to run in their current form. Consultation are underway for 2009/2010 with regard to virtualisation.

Shared business applications with the Scottish Government will not run.

Open Start a dialogue with the Scottish Government to mitigate this situation. Re-write applications to overcome deficiencies. Virtualise the desktop to run applications in their current form

Windows 7 is a first generation product release and may have deficiencies associated with it.

Ongoing A relationship has been established with Microsoft with regard to ensuring the robustness of the new build. A draft proposal is currently being finalised relating to Microsoft engagement with the Scottish Parliament to deliver a Windows 7/Office 2007 desktop.

User resistance to new software.

Ongoing Ensure that appropriate training will be available to users. Introduce interim options to enable users to become familiar with the new software, e.g. Home Use Programme (HUP), whereby personal copies of the software can be purchased for home use for a small cost.

For various reasons, e.g. time availability, users may not invest their time in the training that is offered to them.

Ongoing Ensure that a varied programme of training is available to users through a range of different media.



43



Actual/ Forecast

RealisationComments

Provision of upgraded desktop computers that are sufficiently flexible to meet the changing business needs of users across the Holyrood campus.

Aug-09 (for MSPs and their staff) Nov-09 to Jan-10 (for SPS Staff)

Aug-2009 Jan-2010

Phase 1 (of 4) rollouts completed 7/8 Nov-09

Reduced power savings with new desktop computers.


Aug-2009 Jan-2010

Provision of more powerful desktop computers.


Aug-2009 Jan-2010

Training will help users to exploit the new upgraded software provided to them.

TBC

The provision of a platform which is fully supported and maintained for a minimum of 3 years.

TBC

The introduction of a new Operating system and Office suite will offer new and enhanced functionality to the user.

TBC

Business critical applications may be re-written in new technology that is fully supported.

TBC

Software licensing savings will be offset by the new features offered as standard.

TBC



44

Enhanced functionality with the inherited benefits of Windows 7 operating system.

TBC



Years 09/10 10/11 11/12 Total


£800,000 £160,000 (approved capital project bid)

£960,000


£749,000*

Variance £51,000 * potential spend in relation to application compatibility testing and for upgrading software is not included in this figure as it is difficult to estimate until more testing has been undertaken.

Enquiries Database (Implementation) Annex A


45

Project Title: Enquiries database (implementation) Project Ref No: D9 Sub Analysis 2

Code: SP802015

Project Manager: Shona Skakle Programme: Governance Arrangements:


SRO: Susan Mansfield

Date: 30/11/2009

Period From To


12 August 2009

26 November 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. Context

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. This project will deliver a system which will join up several areas of the Parliament that handle enquiries. This will create a more efficient and consistent approach, ensuring speed, accuracy and consistency of response across offices. We will include the following enquiries in the new system:

• substantial SPICe enquiries • SPICe publications (briefings, petition briefings and fact sheets) • substantial Public Information enquiries • Media Lines • Freedom of Information enquiries • Data Protection enquiries • Environmental Information Regulation enquiries • Complaints • Chief Executive’s Office correspondence • Corporate logo enquiries

Contribution to corporate strategy: The enquiries database will assist relevant business areas to support the Parliament’s core services in relation to supporting members. It will also contribute to the aim of being an efficient, innovative and effective organisation.



46


Now Green N/A Amber Last Month Green N/A Red

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

Overall Trend Better 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

• Chief Executive’s Office and Corporate Publications Team agreed to participate in the project

• Requirements for all offices were finalised by 30 September 2009 • Invitation to quote documentation sent to both suppliers • SLT approved £50,000 for enquiries database project from contingency

2009/10 • Baseline survey run to assist benefits measurement • Liaised with Finance regarding budget for 2009/10 • Liaised with BIT regarding resource required • Liaised with Facilities Management regarding transfer of licences and

secured agreement that their released licences could be used for this project

Evaluation of internal systems:

• One supplier did not quote due to the amount of development work that would be required on their system

• The other supplier submitted a quote which was evaluated by the Project Manager, BIT and Procurement on 16 November 2009

• The quote passed the minimum acceptable score • Clarification (both written and oral) was sought from the supplier

This is now our preferred supplier. In order to determine whether we could spend the budget approved by SLT, consideration was given to the possibility of:

• Getting the supplier to complete their work prior to March 2010 and then BIT customising and implementing the system from April 2010 onwards

• Implementing the system and completing the project prior to the end of March 2010

Both those possibilities were discarded due to time and resource constraints (for BIT and stakeholders).



47

The Project Manager is now working with Procurement to define the final stages of validation for this supplier. Once validation is complete, we hope to purchase additional licences by the end of March 2010 and pay for implementation from contingency in 2010/11 (this has been discussed with Finance). The bid for contingency would be submitted as soon as practicable. During the next reporting period we will:

• Complete the final stages of validation for this supplier and report back to OMG (by February OMG meeting)

• Discuss proposed data fields and what will be in them with stakeholders (by end February 2010)

• Discuss system security/permissions and how many user groups are required with stakeholders (by end February 2010)

• Map As Is data fields to new proposed fields (by end February 2010) • Investigate data migration and how to take this forward (by end

February 2010) • Agree contract variation (by mid March 2010 if budget is agreed)



Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Proposal Approval from OMG to move forward with recommendations to conduct due diligence exercise

26 August 2009

26 August 2009


Agreement on participation of Chief Executive’s Office, Presiding Officer’s Office, External Liaison Unit and Corporate Publications Team

7 September 2009

30 September 2009

Chief Executive’s Office took part in process mapping and requirements gathering before agreeing to participate.

Initiation & Capture requirements 15 25



48

Planning for other offices participating

September 2009

September 2009


Finalise list of requirements for all offices involved in the project

30 September 2009

30 September 2009


Develop scoring criteria and weightings for due diligence exercise

30 September 2009

15 October 2009

Delayed due to Procurement representative on leave


Develop and run baseline survey to assist benefits measurement

30 October 2009

10 November 2009

Delayed due to project manager needing more time to develop baseline survey and to allow business areas 2 weeks to respond

Delivery Evaluate internal systems

15 November 2009

17 November 2009

Had to allow 1 supplier additional time to submit because they had been sent the wrong version of the invitation to quote

Delivery Report back results of due diligence exercise to OMG

7 December 2009

7 December 2009

Delivery Update PID to reflect next steps

1 February 2010

1 February 2010

Delivery Complete the final stages of validation for

1 February 2010

1 February 2010

At OMG meeting



49

this supplier and report back to OMG for approval to proceed

Delivery Discuss proposed data fields and what will be in them with stakeholders

28 February 2010

28 February 2010

Delivery Discuss system security/permissions and how many user groups are required with stakeholders

28 February 2010

28 February 2010

Delivery Map As Is data fields to new proposed fields

28 February 2010

28 February 2010

Delivery Investigate data migration and how to take this forward

28 February 2010

28 February 2010

Delivery Agree contract variation

15 March 2009

15 March 2009

Issues Live issues that are having a significant impact on the project. Description Status Action Budget bid for 2010/11 not successful

Open Could pay for additional licences out of 2009/10 budget. Project to continue and bid for contingency in 2010/11. Discuss strategies with SRO.

Uncertainty about how scope of case management system, which has not yet been proposed, may affect this project

Open Stay in touch with case management system fact-finding activities and discuss emerging findings with BIT and SRO.

Lack of BIT resource Open Identify tasks which must be undertaken by BIT and those which could be shared among the rest of the project team. In addition, submit resource requests as early as possible. Have discussed with BIT how to estimate resource required and when to submit requests. Continue to communicate with BIT about resources.

Final cost dependent on FM move away from Assyst. FM licences could be transferred

Open Secured agreement from FM licences that their released licences could be used for this



50

to enquiry handlers, thus reducing the number and thus cost of licences required.

project. Transfer expected to take place by end March 2010.

Risks Significant risks to the success of the project. Description Status Action Business areas not contributing

Open Communications in advance, good notice

No agreement on requirements

Closed Communications, workshops, Advisory Group working as champions



Actual/ Forecast

Realisation Comments

Promotes the sharing of information and increases the speed, accuracy and consistency of both handling and response

December 2010

December 2010

Improving our records management

December 2010

December 2010

Increased effectiveness July 2010 July 2010 Increased efficiency due to saving of staff time

December 2010

December 2010

Costs include VAT. Actual forecast spend based on current costs anticipated by supplier – which may be reduced. Actual forecast spend excludes any backfill of BIT staff during the course of the project – currently awaiting discussion of resource with BIT to see whether this will be necessary.



Years 09/10 10/11 11/12 Total


£50,000 £0 £0


£36,482 £63,250 £0

Variance (£13,518) £63,250 £0

E-Petitions Annex A


51

Project Title: E-petitions Project Ref No: Sub Analysis 2

Code:

Project Manager: Steve Farrell Programme: Governance Arrangements:

Operational

SRO: Date: 30

November 2009

Period


7 August 2009

30 Nov 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. Context The Scottish Parliament was the first in the world to accept e-petitions. As such, it has become recognised as a leader in this area. There continues to be strong and continuing interest from other legislatures on the Scottish experience of e-petitioning (and, on the back of that, the role and purpose of the Public Petitions Committee (PPC)). The existing system has not been upgraded since 2004 and improvements are overdue in terms of functionality, appearance and proper integration with other Parliament IT systems operated by the PPC clerking team. The external hosting contract with BT for the current e-petition system will expire in October 2010. The intention, through this project, is to bring the e-petition system in-house and to take the opportunity to update and improve it. 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



Executive Summary Please provide an executive summary of the project for this period. Include a forward look to the next reporting period A face to face discussion with Redweb on the e-petition project has taken place. This built on the earlier communications to it on the project’s

E-Petitions Annex A


52

requirements. After this discussion further information was sent to Redweb including an undertaking to provide access to the e-petition source codes which would allow it (in discussion with BIT) to look at the system’s technical requirements. A further discussion with Redweb has been arranged for early January. This is in line with the timetable indicated in the earlier PID. However, Redweb will be able to discuss with officials any issues in the interim. Discussions are taking place to identify whether any specific elements of the project require to be taken forward at this time (by BIT and Redweb) which could require funding in the current financial year (and how much these would cost). If so, discussions would be held with Finance about drawing on funding in the current financial year to progress this. An approach has also been made to BIT to identify who will be the contact point in BIT on this project.



Planned Completion

Date

Actual/ Forecast

Completion Date

Comments

Project proposal

Agreement to proceed with e-petition project and for funding thereof; additional investigation of the development options, depending on outcome of decision on the wider web project

August 2009 Agreements given.


Detailed discussions with Redweb over specifics of project and agree overall timetable for implementation. Discussions ongoing as to whether any elements of project need to be progressed at this time

January 2010

January 2010

Project procurement

Finalise project requirements and

April 2010 April 2010

E-Petitions Annex A


53

address any procurement issues; and confirm any additional BIT long term role and responsibility in terms of system maintenance and additional IT hardware/software

Project build Design, development and build of e-petition system

June 2010 June 2010

Project delivery

Final testing and deployment of new e-petition system

September 2010

September 2010


• Identification of the work that requires to be progressed, to what timescale, and what the cost of this work will be

• Identifying whether work can be taken forward in current financial year and, if so, securing necessary funding in current financial year to progress this work

Clerks in discussion with BIT and Redweb

Clerks seeking an early notification from both BIT and Redweb of any project requirements and timescales to be undertaken at this time

Risks Significant risks to the success of the project. Description Status Action Inability of Redweb to deploy resources to meet project timescale could potentially have an adverse impact on meeting project completion date of September

Discussions ongoing with Redweb

As above

E-Petitions Annex A


54



Actual/ Forecast

RealisationComments

Improved functionality: Utilising existing technology to allow PPC clerking staff to input data quicker and easier; for other SPCB offices to access and utilise e-petitions data; and for public users of the site, including e-petitioners, to access improved information about the journey of the e-petition once lodged

Upon immediate introduction of new e-petitions system and ongoing thereafter

As planned

Increased and improved information to public users: Scope to improve the type and amount of information which end users ie the public can access e.g. e-mail updates each time the e-petition moves through its parliamentary scrutiny

As above As planned

Corporate: Promoting Scottish Parliament back to the forefront in terms of a dynamic e-petition system and bringing e-petition into line with wider corporate projects. For example, interest in the work of the PPC and e-petitioning has recently been shown by Australian federal parliament (who is basing its petitioning model on Scottish Parliament), local authorities in England, German Bundestag.

As above As planned

Reduction in staff time: New system would

As above As planned

E-Petitions Annex A


55

reduce PPC clerking staff time through ease and simplification of entering data. For example, due to limitations in current system, too much time is spent having to format text entered into e-petition system. On other cases, staff time could be cut by 50% by removing need to input same data into two different systems. Budget: In-house hosting will bring a reduction in on-going annual support costs

As above As planned

Costs



Total


130,000 130,000


130,000 130,000

Variance

Contact Management for Members Investigation Annex B

Project Proposal

56

Project Title: Contact Management for Members - Investigation

Project Ref No: Sub Analysis 2 Code:

Project Manager: TBA Programme: Members Needs



Group Head/SRO: Alan Balharrie

Date: 21/09/2009 Version No: 1 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. Indicate in the recommendation whether the proposal is for an investigation or to proceed to PID stage. At the meeting of the Operational Management Group on 26 August it was agreed that a project should be proposed that will look in detail at the requirements Members have for a contact / case management system. This was in response to a paper produced by BIT, which found that a variety of solutions are in use, from manual systems to commercially available solutions, along with a BIT developed system, but that this arrangement has grown organically, with little documentation of requirements or business processes. In addition, customer satisfaction levels with the solutions used are mixed, and with the exception of the BIT developed system, support is limited to best endeavours and liaison with the software suppliers. The objectives of this project are to:

• carry out a requirements gathering / process mapping exercise with Members and their staff;

• investigate possible solutions that might meet Members’ requirements;

• liaise with colleagues in SPICe working on related projects;

• liaise with other Parliament’s / Assemblies in the UK and Ireland working on similar projects (We have previously noted interest in a similar project being run by the Welsh Assembly)

• produce proposals for any future projects. The next step in this project, if this proposal is approved, will be to develop a PID, which will look in more detail at the impact, outputs and benefits of the project.


Project Proposal

57

Outputs What tangible products will be created as a result of this project? i.e. a new contract, a training programme, goods purchased, a revised policy, new intranet pages etc. Maps of case / contact management processes followed by Members and their staff Business / Technical Requirements Documentation A report detailing possible case / contact management solutions Production of a proposal and / or other project documentation for any subsequent phases Benefits To be considered a success, the following benefits will have to be delivered by this project. Benefit Description Measure of success A better understanding of how Members manage their contact with the public / cases brought by constituents

Process Maps created

Business and Technical Requirements defined for a contact / case management system

Relevant documents are created

Analysis of available contact / case management solutions

Appraisal document available

Internal Resources – Estimated Costs Resource Area Expected

Involvement (days) Comment

Project Manager 3 To manage the project. As this is an investigatory project, it is anticipated that the PM and Analysis roles could be carried out by the same person

Business Change 20 Analyst to carry out the requirements gathering and process mapping, and to document the findings – this figure is based on 30 interviewees.

SRM (Strategic Relationship Manager)

2 To help represent the customer and liaise with Members

Local Office Technology Refresh Project Manager

2 Liaison on the LOTR project

To Be Confirmed 5 An additional task will be to investigate possible solutions and report back; this could be


Project Proposal

58

carried out by a number of areas within BIT

SPICe Information Services

3 days – one per individual

Liaison on Enquiries Database project, Records Management and Information Management.

30 Total days £6300 Internal Resource cost

(@£210/day)

External Costs & Timescales Stages: Proposal, Initiation and Planning, Procurement, Delivery, Closedown


Stage Milestone 09/10 10/11 11/12 onwards

Sub totals(£) Total External Budget(£)

Financial Summary

Internal Costs (£) External Budget (£)

Total Estimated Cost (£) Cost certainty assessment High Certainty (+/- 10%) Medium Certainty (+/- 20%) Low Certainty (+/- 30%) Very Low cost certainty (+/- 50%) Ongoing Budget implications post project Please detail any costs that will be incurred post project e.g. ongoing support or contractual implications. Please detail any ongoing cost savings. The result of this project should be a preferred solution for Members to use as a case / contact management system. As such, there will be an on-going Budget implication for the purchase of software; however, the financial details will be confirmed at the end of the project.


Project Proposal

59

Constraints , Assumptions and Dependencies Include any necessary funding requirements or resourcing required to complete the initiation stage. Any statutory constraints or Equalities/Health and Safety or Environmental issues apparent at this stage. Any constraints due to finance or budgeting. Any constraints due to Maintaining services. Also include any dependencies this project may have with other projects or activities. An initial Information management assessment should be included. The availability of resources is likely to be the major constraint. This will depend on the priority given to this project, relative to other work being carried out. As this is an investigatory and analysis project, there are no statutory constraints or Equalities / Health and Safety / Environmental / Equalities issues apparent at this stage. The resource requirements will be refined in the PID. Risk Register Risk Description Impact (please specify

benefit affected) Mitigation action(s)

Appropriate resources are not made available to a reasonable timescale.

The project will not progress.

The project is given the appropriate priority and is planned into BIT’s programme of work.

Members and their staff do not want to participate.

Sufficient analysis cannot be carried out to ensure that any proposed solution meets requirements.

Engage with Members at an early date to ensure interest; work with Members’ BIT SRM to raise the profile of the project.

Portfolio Assessment Purpose Urgency Benefit impact Parliamentary Business

Non urgent Little or none

Members Services Desirable Small Engagement Important Medium Organisational Health Essential/Mandatory Large Approvals

Group Head Alan Balharrie BIT Accept Reject

Date: 20/11/09 Version: Decision: Modify On Hold

Comments/Conditions of approval Approval granted to continue with the project to the PID stage where we will be better informed of the viability, impact and benefits of the project. Until proposal is approved no further resource will be allocated or work planned against this project. On approval of the proposal the BIT Office will work up a schedule to


Project Proposal

60

OMG

Accept Reject Date: Version: Decision: Modify On HoldComments/Conditions of approval

SLT Accept Reject

Date: Version: Decision: Modify On Hold

Comments/Conditions of approval

develop the PID and allocated resource. Assuming this project is viable, any solution bought or built, would need to be available for the next session of the Parliament starting May 2011

Parliament Broadcasting Services Annex C

Project Initiation Document

61

Programme Title: Parliament Broadcasting Services Programme Ref No: Sub Analysis 2

Code:

Programme Manager: Ruth Connelly Programme: Broadcasting Governance Arrangements:

Group X Operational Strategic

SRO: Michelle Hegarty

Date: 30 Nov 2009

Version No: 1

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. Please be clear what stages or milestones approval is being sought for in the recommendations section Context The bulk of the Parliament’s broadcasting equipment is now reaching end of life. It was installed as part of the Bovis fit-out package at Holyrood and purchased in 2001 and 2002. The average lifespan of most of the equipment is 5 years given the speed with which new broadcast industry and IT technologies are introduced but we are assuming an operational life of 7-10 years. Given that most of the kit is now 7-8 years old we need to begin to look at its replacement. The main elements of the system are as follows- 1.Sound and electronic voting system in Chamber and 6 committee rooms (included interpretation equipment, infra-red panels etc) 2.Cameras, lenses, robotic heads, controls and associated equipment 3.Vision mixer for Chamber and control for 6 committee rooms 4.Sound mixers for Chamber and 6 committee rooms 5.Monitors 6.Video Distribution matrix 7.Digital recording, storing and archiving system 8.Caption system and associated kit 9.Duplication 10.Talkback and communications system 11.Edit suites 12.Broadcasters’ Facilities 13.Internal radio and television service (and set top boxes etc) 14.Webcasting system 15.Audio Link to Official Report



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The replacement of the sound and voting system needs to be considered first as it will no longer be supported nor maintained by Bosh (the supplier) after September 2011. Over and above this need for hardware replacement 4 broadcasting contracts are also due for renewal in 2010 -2011. They are -

• Television operations contract ( business critical) • Webcasting contract (business critical) • Internal radio & television service • Audio visual services

The requirement to replace aging equipment together with the need to re-tender for major business critical contracts provides an opportunity to examine current broadcast services with stakeholders, ensuring we secure the most suitable and appropriate systems for the Parliament going forward into the next decade. Background Stakeholder meetings were held in June and August with Procurement, BIT, Facilities, Finance, Clerking, Official Report and the Environmental Performance Manager. Issues discussed included members’ needs; the general approach to replacement; prioritisation of Chamber equipment; the possible splitting of the sound system from the voting system for resilience; environmental issues surrounding replacement of hardware; timetabling of procurement and installation. In October 2009 OMG discussed and agreed the overall programme scope; that a Programme Board should be set up and as a priority that a risk assessment of the sound and electronic voting system should be carried out to establish its phasing in the overall programme. It also agreed with the recommendation that the current Head of Broadcasting act as programme manager. A highly tentative timescale for phasing of the purchase and installation of major items of kit together with the fixed schedule of necessary procurement exercises is provided at annex A. This will be subject to further detailed programme board consideration. Recommendation This PID is the first step in the governance arrangements. It recommends that approval be given to the SRO, with the advice of the Programme Board, to take forward the work of examining future broadcasting infrastructure and services including an assessment of risks, and a timetable for equipment replacement.



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Constraints, Assumptions and Dependencies. Any constraints within which the project must operate that are not covered elsewhere. Also cover how any impact to Members services, parliament business will be managed. Any dependencies on other project/programmes. Also include a firm statement on what is in scope and what is out of scope in the project. Include discussion on the impact analysis for the various items appended. Constraints

As a priority the Programme Board need to consider a risk assessment of the Chamber sound and electronic voting system, the availability of resources and advise the SRO on its overall phasing in the programme.

4 existing broadcasting contracts are due to be re-tendered in 2010.

We need to ensure continuous service delivery for parliamentary business and members.

Major Chamber and Committee installation work will require to be

undertaken in summer recess periods. This may have an impact on summer recess events and activities which will need to be managed (Festival of Politics, visitor access and the FM and BIT maintenance cycle).

The overall programme at various points will need to interface with the

FM maintenance cycle, BIT planning, the Parliament’s Environmental objectives and the Visitors, Education, Events, Exhibitions and IRO Programme.

Assumptions

This programme will require significant stakeholder management. We currently provide services to MSPs, the public, TV and radio broadcasters, and Parliament service providers. Appropriate staff resources will be required from a range of offices for individual projects.

The current proposed replacement timetable for broadcasting

equipment runs from summer 2011 to summer 2016. Financial resources will be required to purchase certain elements of the broadcast system and the scheduling of revenue and capital expenditure will need to be assessed against the SPCB’s available resources. The SRO and programme manager will need to liaise closely with the Finance Office on the proposed timetable and budget bidding.

The Broadcasting Office aim is to run an internal radio and TV service,

replacing the Virgin Media service when it concludes. This would require an initial outlay of capital on hardware. Further research and



64

testing is still required to ensure that this can be provided cost effectively in-house.

As users of the sound and voting system in the Chamber, Members will

need to be consulted on any significant changes to systems impacting on their work. This will be factored into planning and communications. Training for MSPs will be required on certain aspects of the broadcast infrastructure, such as sound and voting, once installed.

Dependencies NCA has just been approved (18 November 2009) to extend the current webcasting contract by a further year. This will ensure that there is alignment with the web project and an uninterrupted live and archive webcasting service available when the new combined Scottish Parliament and Holyrood websites launch. Impact Assessment This impact assessment relates to the overall programme as individual project initiation documents will be required once a timetable is agreed by the SRO and Board. This section gives a broad overview of known issues at this stage. Business Continuity There is a current Business Continuity Plan for Broadcasting Services, which takes into account any likely failure of current systems. Current contractors also have full business continuity plans in place for the services they provide. However once the phasing of the programme is agreed, each individual project lead will fully assess business continuity issues and the necessary documents will be provided for each project. As a priority, we will explore whether separating the chamber sound and voting system would offer any increased resilience for business continuity purposes. Each re-let for the 4 external broadcast services, (TV operations, webcasting, internal TV and radio services and audio visual services) will also be fully assessed for business continuity. Continuity of provision will be expressly recorded as a condition of the award of any new contract with detailed notes requested from potential suppliers on the assistance to be provided following expiry of the contract. As it is currently proposed to bring the radio and television service in-house a new business continuity plan will be required for this particular contract.



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Equalities Initial examination of the various broadcasting services provided to stakeholders has highlighted areas where equalities issues will need to be at the forefront of the Board’s deliberations: the broadcasting tie up with BIT for video conferencing facilities for MSPs; the captioning of proceedings and access of information for MSPs and the public; webcasting and improved access for the public to video content through the web project. These and other equalities issues will be considered by the board with each individual project submitting an equalities impact assessment. Any new suppliers will also need to comply fully with equal opportunities legislation and tenderers will be asked to supply copies of equal opportunities policies and employment practices. Environmental

We have already captured in early stakeholder discussions some environmental issues to be explored further via the programme. Modern equipment incorporating the latest technologies uses less power and may also require less engineering support. All individual projects in the Programme will be fully assessed for environmental impact and this area will be covered in individual PIDs for all specifications and responses from tenderers. Health and Safety Due to the nature of the programme and the purchase and operation of equipment there will be important health and safety issues to address for each individual project and an assessment will be produced for each one. All individual specifications for hardware will note the requirement to comply with legislative requirements on health and safety and tenders will also be examined for current good health and safety management and practice. Information Management Due to the nature of the programme there will be significant IM issues to consider and we will consult with the IM panel on each project. An example is the re-let of the webcasting contract which offers an opportunity to provide the public and MSPs with an improved web service tying in with the redesigned website. An Information Assessment will be requested when individual PIDs are being prepared. Information Technology Alan Balharrie as Head of BIT is a member of the Programme Board and BIT will be asked to invest staff resource on various projects. For example the replacement of the sound and voting system will require BIT resource as BIT are responsible for getting vote results across the Parliament network to OR and SPICE.



66

Political Sensitivity Expenditure on systems will be scrutinised to ensure best value. A range of internal offices also have a business interest in the changes to services and systems. A stakeholder communications plan will be prepared for the overall programme, once the timescale is agreed, to manage issues of cost, timing and expectations. Impact Assessment All of these areas require to be fully assessed at this stage. Use the boxes to indicate that documents have been appended or consideration included in constraints section See

above Business Continuity

See above

Equalities

See above

Environmental

See above

Health and Safety

See above

Information Management

See above

Information Technology

See above

Political Sensitivity (Media Office)

Project Governance All of these governance documents are required at this stage. Use the boxes to indicate if documents have been appended or consideration included in constraints section

Financial Assessment Sheet This particular assessment will be completed once the programme is agreed.

Options Appraisal This appraisal will be carried out for each individual project.

x Outline Procurement Strategy (contact procurement services to complete) Procurement has advised that they will prepare outline procurement strategies for individual projects. The advice for the programme at this stage is as follows: Procurement Strategy

http://intranet/organisation/teams/ir

http://intranet/organisation/teams/eo/default.aspx

http://intranet/organisation/offices-a-i/fm/em-index.aspx

http://intranet/guidance/hs/default.aspx

http://intranet/organisation/corporate/information-management

http://intranet/organisation/offices-a-i/bit

http://intranet/organisation/offices-h-z/media

http://intranet/organisation/corporate/project-management/documents/Financial Spreadsheet v2.1.xls

http://intranet/organisation/offices-h-z/procurement



67

Provided each of the four broadcasting contracts are above the EU threshold of £90,319 a full EU tender process will be undertaken for each. At this stage it is not feasible to state what procedure will be undertaken (open/restricted). This will become evident following the market research for each project. The duration of the procurement process to contract award is 9 months. If the requirement is deemed complex in nature this may be increased to up to 12 months. The completed Outline Procurement Strategy for each individual project will be supplied at the time by the responsible Purchasing Manager when the PID for each individual project is submitted.

Project Quality Assurance Individual Projects will be subject to project quality assurance defined by the Procurement Strategy

Risk Register This will be developed by the Programme Board Stakeholder and Communications plan This will be developed by the

Programme Board Outputs (Products) What tangible products will be created as a result of this project i.e. a new contract, a training programme, goods purchased, a revised policy, new intranet pages etc. Agreed replacement programme for broadcast hardware New contracts in place, (TV operations, internal Radio & TV service, webcasting service and audio visual services. Benefits To be considered a success, the following benefits will have to be delivered by this project. Benefit Description Measure of success Realisation

Timescales Programme will deliver enhanced broadcast systems and improve reliability

Each new system procured will meet all newly developed KPIs

Initial programme is planned from 2010 – 2016 (see Annex C) The Programme Board will consider a risk assessment for the sound and voting system and separating Chamber equipment replacement from Committee replacement.

http://intranet/organisation/corporate/project-management/documents/Risk Register v1.1.xls

http://intranet/organisation/corporate/project-management/documents/stakeholder and communication plan - draft 0.5.doc



68

Following this, phasing for overall programme will be agreed.

Improved services to MSPs Delivery of key identified improvements based on MSP input Positive feedback via Members’ Needs Survey

Phasing for overall programme still to be agreed by Board

A new webcasting service together with redesigned website will allow more opportunities for engagement and better access for the public

Analysis of web statistics

Phasing for overall programme still to be agreed by board

Modern Broadcast equipment incorporating latest technologies may use less power with likely decrease in engineering support required.

Measured via the environmental strategy and via budget

Phasing of overall programme still to be agreed by Board

Re-lets of existing operations contracts will deliver continuous service provision.

No break in quality of service during expiry of old contracts and introduction of new contracts

2011

New contracts for hardware will have solid maintenance and support systems in place.

All checks fully complete as per set KPIs and fault reports nil or at minimum

Timing of individual projects still to be agreed by Board



69

Planned Stage/Milestones Enter all known milestones and the project stage that they will be delivered. For each stage entered a corresponding entry must be made on the Financial Assessment sheet that must be submitted with this document. Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure Stage

Milestone Description Completion Date

Comments

Set up Programme Board

Membership of Board now agreed and all invitations accepted

End October 2009

Programme initiation

Discussions on PID, risk assessment and stakeholder and comms. plan

19 November 2009

OMG consideration of Programme PID

OMG invited to approve PID

7 December 2009

Programme Planning

Paper to Programme Board on risk assessment for Chamber sound and voting system, separating chamber and committee rooms and decision on overall programme phasing

Pre-February recess 2009

Retendering for existing contracts

Prepare all necessary specifications by Procurement set deadlines, issue tenders and evaluate followed by contract award.

TV Operations summer 2011 Internal TV service summer 2011 New webcasting service to commence after launch of new website (expected to launch October 2010)



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Audio visual services - October 2009

Set up individual projects with project leads in Programme

PID prepared for each project

As per to be agreed programme timetable

Financial Summary In addition to this summary you must complete and return the Financial Assessment Spreadsheet and submit it with this document.

Internal Costs (£) External Budget (£) £5.4 (2009-

10) & £64.2 (2010 -11)

Costs for temporary Head of Broadcasting to be in post from March 2010 to end March 2011 No other costs are available at present. Until research is carried out on individual items of equipment costs details are not available.

Total Estimated Cost (£) Cost certainty assessment X High Certainty (+/- 10%) Medium Certain (+/- 20%) Low Certainty (+/- 30%) Very Low cost certainty (+/- 50%) Ongoing Budget implications post project Please detail any costs that will be incurred post project e.g. ongoing support Please detail any ongoing cost savings. Both during the programme and post programme as individual projects are delivered there will be ongoing support and maintenance contracts put in place to ensure functionality of systems and business continuity. Project Organisation List the members of the Project Board and Project Team Project Members Role Description of duties Programme Members Michelle Hegarty SRO Delegated authority for running

of programme and key decision maker

Ken Hughes Programme Board Member

To represent Chamber Office and Clerking interests



71

Elizabeth Watson Programme Board Member

To represent Committee Office and Clerking interests

Alan Balharrie Programme Board Member with interest in all broadcast equipment and any convergence with IT technologies

To represent BIT interests where convergence with broadcasting and IT systems with particular reference to Chamber sound and voting systems and general IT advice.

Willie Heigh Programme Board Member

As Projects and Best Value Manager to provide advice to Programme Board throughout its duration.

Ruth Connelly Programme Manager and lead on some individual projects

Responsible for day to day running of Programme and delivery of all individual projects required to achieve programme aims.

Portfolio Assessment Purpose Urgency Benefit impact X Parliamentary Business

Non urgent Little or none

X Members Services Desirable Small X Engagement Important X Medium Organisational Health X Essential/Mandatory Large



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Approvals

Group Head {Name} {group} X Accept Reject

Date: 30 November 2009

Version: 1 Decision: Modify On Hold


OMG Accept Reject

Date: 7 December 2009

Version: 1 Decision: Modify On Hold


SLT Accept Reject

Date: Version: Decision: Modify On Hold Comments/Conditions of approval



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ANNEX A 2010 Jan/Feb Tender Projects to commence

• Audio visual services contract • Television operations contract

May Tender Project to commence

• Chamber sound and voting system Summer Tender Project to commence

• Internal television and radio services • Webcasting Services

2011 Summer Tender project to commence

• Video and audio distribution matrix Commencement of new contract(s)

• television operations contract

• Internal television and radio services maintenance contract

• Chamber sound and voting maintenance and support contract

• Webcasting services Hardware installation(s)

• Sound and voting system(s) Chamber Internal television and radio service hardware



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2012 Summer recess Tender project to commence

• committee sound systems Hardware Installation(s)

• Distribution Matrix 2013 Summer recess Tender projects to commence

• Chamber and committee cameras • Vision mixer for Chamber and vision control for committee rooms

• Captioning system

• Broadcast monitors

Hardware Installation(s)

• Committee sound systems 2014 Summer recess Hardware Installations

• Chamber and committee cameras • Vision Mixer and vision control for committee rooms • Captioning system • Broadcast monitors

2015 Summer recess Tender project to commence • Digital recording, storing and archiving system



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2016 Summer recess Hardware Installation

• Digital Recording, Storing and Archiving System

Annex DRecords Management Project

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Project Title: Records management project Project Ref No: Programme: Project Manager:

Gordon Hobbs

Portfolio:

SRO: Susan Mansfield

Group Operational

Strategic

Date: 01/04/2009 Version No: 1.0 Project Delivery Summary Please give a summation of the delivery of this project. This should reflect how the business context within the PID has been realised. Deliverables Outcome Records management policy, procedures and guidance

Approved by Directors November 2007 and by SMT in March 2008.

Records retention schedule for each office

Retention schedule approved by Office Heads, Legal Services and National Archives of Scotland (NAS)

List of all information created, stored or otherwise held by each office

The records audit ensured that a detailed list of information created and stored by offices is now available.

Vital records identified for each office

The information audit was more complex for staff than anticipated and this was therefore not completed. It is recommended that additional work in this area begins in phase 2 to ensure all vital records are identified.

Schedule of records for transfer to NAS

The SPCB records retention schedule was agreed with NAS and identifies all records series that should be disposed of with NAS at the end of their administrative life.

Filing structure making information more accessible created for each team

Revised shared drive structures delivered where required.

Network of trained RM Champions providing team based expertise

All Champions trained on new policy, procedures and guidance.

SPCB staff more knowledgeable and following good practice

All staff introduced to the new policy, procedures and guidance during office presentations and implementation sessions.


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Benefits Enter each benefit identified in the PID. Benefit Description Date

Realised Expected date benefit will be

realised

Comments

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

6 months after implementation in each office

Measure using survey

Creation of a 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 improving overall information literacy leading to increased effectiveness

Realised at dates agreed (varied) Last Champion appointed January 2009.

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


Measure using survey.

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

15 months after project closure

Measure using off-site storage space decrease.

Consistent approach to records retention throughout the SPCB reducing reputational risk



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



Reduction of 6 months after Measure using


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electronic storage reducing costs

implementation in each office

storage statistics.

Aid better retrieval 6 months after implementation in each office


Assist the SP in reaching environmental targets

Ongoing activity

Ongoing activity

Reduce duplication thus reducing costs


Measure using storage statistics.

Reduce the time taken to respond to FOISA requests



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


Measure using survey

Outputs (products) Enter each output identified in the PID. Output Description Date

Realised Comments (i.e. quality attained, customer satisfaction)

SPCB records retention schedule Various dates for each office

Approved

RM policy, procedures and guidance

November 2007

Approved

Recommendations for next steps August 2009 PID to be developed for next phase

Financial Summary In addition to this summary you must complete a Final Financial Assessment Spreadsheet and submit it with this document. Estimated in PID Final Outturn

Internal Costs (£) 67, 990 External Budget (£) 0

Total Cost (£) 0 Outturn variation

Financial analysis Provide an analysis of planned costs against actual, noting any effect of material changes in the PID that influenced the outturn costs No costs incurred, other than staff costs. Estimated costs were not calculated as the project start date was prior to the introduction of the updated project governance procedures.


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Project Team Dissolution Provide details about the reallocation of team members, project resources (inc IT, Estate etc) Project Team Leader and Member still required to carry out post-project work for offices near end of project timetable and to carry out business as usual tasks. Post Implementation Review Please provide information relevant to the undertaking of a Post Implementation Review. Include any major stakeholders that should be interviewed. An after action review to assess the repeatable process was held and attended by: - David McGill (Chamber Office) - Ian Perry (ELU) - Tommy Lynch (BIT) - Brian Kinear (FM) The main outcomes of the review are as follows: 1. Things we did well • SPICe met deadlines – motivating factor • Face to face, sitting down with people – good for helping change management and seen as corporate initiative (not just Head of Office ‘whim’) • Listened to what were unique aspects of each office • Champions contributed significantly – helped Gordon meet deadlines, delivered objective • Single point of contact in office • Well run project. Gave impression of clarity, on target, met times, got feedback, good notice, met commitments 2. What could we do better? • More info on role of NAS – uncertain about disposition & who decides what NAS takes • Unsure of what to do with info we want to get rid of & NAS didn’t want • Post implementation is critical & needs resource in SPICe to complete work and keep it up on an ongoing basis – easy to slip back • Post project implementation resource required and need to know how & when this will work & happen • BIT RM Champions nominated on temporary basis • BIT sees principles not being maintained but has no support to promote & maintain project • Write Champion role into job objectives • Support needs to be visible at senior management level – needs to be seen as important • Change is not embedded overnight – old behaviours run deep • Add to induction • Better steer on retention periods needed – categorise information, felt some periods just ‘plucked out air’


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• More information on what was happening elsewhere to benchmark – SPICe build up that knowledge • Information should only be held in one place • Offices need access to documents where final version held elsewhere – now have to store twice • Need confidence that record owner keeps document, makes accessible, can supply quickly • End of project offices don’t have same post implementation support since only just started • Communicate business as usual plan – develop formal programme • Work in partnership with offices to put into office plans and objectives • Remember this is about long term change Review feedback has been picked up in recommendations for phase 2 and will be addressed in the PID for the next phase.

Post Implementation Review Date: Review held September 2008

Lessons Learned Log – The final Lessons Learned Log must be attached to this document.