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					                                   Project Initiation Document (PO003)

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Project Title:                      ‘In-Tend’- eSourcing Management System
Project Manager:                    Dick Leitch – Projects Office
Date:                               06/05/09


Version          Date          Author(s)                      Notes on Revisions
V1               01/04/09      Richard Price/John             Initial draft
                               Malloch
V2               06/05/09      Richard Price                  Amend Project Overview and Finance
V3
V4               14/05/09      Emma Baker/Dick Leitch         Further additions
V5               01/07/09      Dick Leitch                    PCG comments. ICSD consultations


Consultation with:
Date             Person                               Service/School

                 David Allen                          Registrar
                 Jeremy Lindley                       Corporate Services
                 Emma Baker                           Projects Office
                 Dick Leitch                          Projects Office
                 Hugh McCann                          Estates Development
                 David Nairn                          Campus Services
                 Mike Walton                          ICSD
                 Anne Shrubshall                      Finance Services
                 Lincoln Allen                        Finance Services
                 Barry Clark                          Finance & Systems
                 Steve Grange                         ICSD
                 Paul Sandy                           ICSD




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Table of Contents

1.     PROJECT OVERVIEW ................................................................................................................... 3

2.     PROJECT OBJECTIVES................................................................................................................ 4
     2.1     METRICS ................................................................................................................................... 5
     2.2     SUSTAINABILITY ISSUES ..................................................................................................... 5
3.     SCOPE & TIMESCALE OF THE PROJECT .................................................................................. 5
     3.1    PROCESSES. ............................................................................................................................... 5
     3.2     DEPARTMENTS. ......................................................................................................................... 5
     3.3     KEY CHALLENGES ................................................................................................................ 5
     3.4    TIMETABLE.............................................................................................................................. 6
     3.5     RELATED PROJECTS .................................................................................................................. 8
     3.6     OUT OF SCOPE ......................................................................................................................... 8
4.     RISKS, CONSTRAINTS AND ASSUMPTIONS ............................................................................. 9
     4.1     RISKS ....................................................................................................................................... 9
     4.2     CONSTRAINTS & DEPENDENCIES................................................................................................ 9
     4.3     ASSUMPTIONS ........................................................................................................................... 9
5.     RESOURCE FOR THE PROJECT ............................................................................................... 10
     5.1     FINANCE ................................................................................................................................. 10
     5.2     HUMAN RESOURCES................................................................................................................ 10
     5.3     HARDWARE REQUIREMENTS/REPLACEMENT SCHEDULE & RESPONSIBILITY ......... 11
     5.4     OPERATIONAL RESPONSIBILITY FOR THE SYSTEM AND RESOURCE REQUIRED..... 11
     5.5     TRAINING REQUIREMENTS & ONGOING TRAINING PROVISION:- ................................ 11
6.     MANAGING THE PROJECT ........................................................................................................ 12
     6.1     ISSUE CONTROL ...................................................................................................................... 12
     6.2     ACTIONS REGISTER ................................................................................................................. 12
     6.3     FINANCIAL CONTROL ............................................................................................................... 12
     6.4     INFORMATION MANAGEMENT .................................................................................................... 12
     6.5     STAKEHOLDERS ................................................................................................................. 12
     6.6     PLANNING ............................................................................................................................ 13
     6.7     APPROVAL ........................................................................................................................... 13




                                                                       2 of 13
1.   PROJECT OVERVIEW
     The University spent around £60m on (non-pay) good, services and works in 2007-08. The
     larger acquisitions are competed by inviting tenders or quotations (lower-value requirements)
     from suppliers. These processes involve considerable time and paperwork. The process is
     also complex, especially above the EU threshold (of £140k), and now increasingly open to
     legal challenge, mostly on the application of ‘correct’ process.

     The legislation and application of ‘Freedom of Information’ (FOI) also requires the University to
     publish or make available information on our contracts or potential contracts. The current
     (manual) process is not visible to Procurement Services, which is charged with ensuring the
     University achieves best value.

     We propose to introduce software to allow selected University departments to manage their
     invitations to tender (ITT), requests for quotation (RFQ), e-auctions and contracts in a clearer
     and simpler way.

     Our market review has identified that In-Tend represents best value for tender and contract
     management at a 3-year cost of £41,023. The nearest competitor on e-tendering functionality
     (BIP) is far greater revenue costs (requiring £30k every 4 years instead of In-Tend’s £14k) and
     does not include contract management. There are some applications with more functionality,
     but with massively increased capital costs (For example, a single-year subscription to RISC for
     up to 100 electronic tenders costs £32.5k). Furthermore, In-Tend has been developed by an
     HEI for HEIs and provides excellent opportunities to share best practice with over 60 other
     public sector organisations. The ‘In-Tend’ system is also used by 5 HE purchasing consortia,
     including the Southern Universities Purchasing Consortium (SUPC). The University of Exeter,
     would, by acquiring the software, acquire a stake in In-Tend, thereby achieving greater
     influence over system enhancements.

     The ‘In-Tend’ e-Sourcing Management System was developed by the University of Sheffield
     and is owned by its members who each have a stake in the ‘In-Tend’ brand. The system
     consists of 3 distinct modules:

            eTendering,
            Contract Management &
            Active Bidding (eAuction).

     ‘In-Tend’ will provide standardised tendering processes through a hosted web-based system.
     The major benefits include transparency of the tender process and electronic storage of
     contract documents. Once eTendering is linked with the Contract Management module, there
     will be greater visibility of contracts, including renewal dates and the ability to assess supplier
     performance regularly.

     The implementation of ‘In-Tend’ will enable Procurement Services, Estates Development,
     Campus Services, ICSD, BISS and other schools and services to manage tenders
     electronically. This project will greatly assist in controlling the tendering process which is
     currently carried out using various systems. The new system will free up considerable time so
     that each department can spend more time managing other work and projects.

     Implementation of this system supports the work the University has already achieved with its
     e-marketplace and has been approved (within the Creating Value Plan) by VCEG.




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2.       PROJECT OBJECTIVES

           SER                  OBJECTIVE                                          MEASURE
            1       Standardise routine ITT/RFQ                   In-Tend is loaded with standard routine
                    documents                                     RFQ/ITT documents.
             2      Automate the preparation, sending             Successful completion of a RFQ/ITT using
                    & receipt of Requests for                     eSourcing System by Procurement Services.
                    Quotation (RFQ) and Invitations to
                    Tender (ITT) documents
                    electronically
             3      Provide a simple and transparent              Successful completion of a RFQ/ITT by key
                    system to manage all competitive              departments using eSourcing System.
                    quotations for purchases above
                    £5000.
             4      Increase the number and value of              Adoption of eSourcing System by piloted
                    acquisitions that are controlled              schools & services to carry out RFQ/ITTs.
                    using standard procurement
                    documentation and processes.
             5      Support compliance with EU Law                All ITTs above EU limits routed through In-
                                                                  Tend
             6      Contracts Register regularly                  1. In-Tend database is formally adopted as
                    updated & available for FOI                   the master database for publishing contracts
                    Compliance                                    above the EU threshold.
                                                                  2. Feedback/FOI requests dealt with from
                                                                  In-Tend system.
             7      Improve Contract Management                   Upload existing procurement contracts and
                    process                                       assign to contract owners, setting renewal
                                                                  dates for each.
             8      Improve Monitoring of Contracts               Develop and use Standard Questionnaire to
                                                                  be used for contract review
             9      Reduce paper-storage                          1. Demonstrate easy retrieval of contract
                    requirement.                                  documents on-line.
                    Improve retrieval of Contractual              2. Store the master electronic copies of all
                    documents.                                    University EU tenders.

            10      Reduce/Eliminate Postal Costs                 No RFQ/ITT sent by mail
            11      Efficiency Savings                            £1.35m over three years (recorded on
                                                                  EMM).

         A key objective of this project is to make University acquisition processes more efficient. The
         Office of Government Commerce (OGC) assesses the efficiency saving from using a tender-
         management system as £6000 per acquisition. We conservatively estimate the efficiency
         savings to be made as follows:
                                                                   1
                                                  EMM Savings
                          Department                        Approx No          Saving           Total
                                                            of Tenders           per          Saving PA
                                                                                     2
                                                                               Tender
           Procurement Services                                   30            6000           £180,000

           Campus Services/Estate Development
           Services                                               30             6000          £180,000


1
  The EMM savings identified above are for est. amount of tenders per year (£6000 quoted is for non-complex contracts).
EMM savings can be applied of £12,000 for more complex procurement projects. Where ‘In-Tend’ is used for low value
quotations £280 per quotation request can be claimed as an efficiency saving.
2
  OGC figures.



                                                       4 of 13
            ICSD                                             15          6000         £90,000

            Total                                            75          6000         £450,000

      2.1 METRICS
                                  ‘Non Funding Council Income’ – this project will reduce
            Earned Income         overheads: e.g. material, postal and staff costs, thus releasing
                                  more time and money for the University’s priorities.



      2.2 SUSTAINABILITY ISSUES
        The project will support sustainability by:

        -           Reducing storage space required for RFQ/Tender documents.
        -           Reducing or eliminating the need for paper RFQ/ITT documents.
        -           sending correspondence by e-mail instead of by fax or post.
        -           avoiding the emissions from using couriers or Royal Mail.


3.      SCOPE & TIMESCALE OF THE PROJECT

3.1      PROCESSES.
        This system provides tender management and contract management, with the additional
        benefit of a simple e-auction system. The sub-processes include:

             Managing the relationship between suppliers and the University
             Web-based system to schools and services
             Standard document templates
             Sending of contract documents electronically using the ‘In-Tend’ system.
             Paper-based processes
             Document Retrieval and Retention
             Procurement Process
             Contract Management
             Inter-departmental communication and teamwork on projects
             Version control


3.2         DEPARTMENTS.
        In-Tend is suitable for use by all departments seeking competitive quotations. The biggest
        potential users (listed below) will be sent the PID and engaged before implementation:

             Procurement Services
             BISS
             Estate Development Services (EDS)
             ICSD
             Campus Services
             Biosciences
             Physics

        The system would be implemented and bedded-in to Procurement Services before roll-out
        elsewhere.


3.3     KEY CHALLENGES
        Anticipated difficulties when implementing ‘In-tend’ are:



                                                   5 of 13
      .
               Change - Change will need to be managed by Procurement and the Projects Office
                as a new way of working can be difficult to implement as users will be requested to do
                things differently. Close consultation is needed with key schools and services to
                make this project a success. However, the key departments recognise the need for
                an electronic management system for sourcing and contracts and are keen to
                introduce a system soon. Therefore the motivation for change already exists.

               Training - Users will need to be trained to operate the system. The Procurement
                team will champion this system, so that a roll out to other schools/services can be
                achieved. In-Tend will train Procurement Services, which will then train other users
                according to the schedule. Training material (including lessons and benefits observed
                during the Procurement Services roll-out) will be developed between Procurement
                Services and In-Tend for the rollout to key schools and services

               Compulsory System - Purchasing the system will not guarantee that schools &
                services will use it. However, we believe that the benefits will encourage key users to
                adopt the system. Additionally, the system will have to be made compulsory (over a
                value) if only to keep the University within EU regulations and fully auditable. This
                value will be reduced as roll-out permits greater take-up.


3.4       TIMETABLE

      The stages in this project for In-Tend are detailed below:

          Phase 1             Purchase of In-Tend System
          Scope:              Purchase of In-Tend eSourcing software and the set-up of the hosted
                              environment
          Dates/Duration:     4 Weeks - July 2009
          Deliverables:       Purchase Order sent to supplier via Parabilis. Hosted website developed
                              by In-Tend with support from Procurement Services.
          Provided by:        In-Tend Asset (supported by Procurement Services)


          Phase 2             Creation of Standard Template Documents
          Scope:              Standard Procurements to be formulated for RFQ/ITT Processes
          Dates/Duration:     4 Weeks - July 2009
          Deliverables:       Suite of Procurement Documents for uploading into In-Tend
          Provided by:        Procurement Services


          Phase 3             System Commissioning/Training
          Scope:              Training of Procurement Services (Project Office/Helpdesk) on In-Tend
                              System.
          Dates/Duration:     7 Weeks
                                                          nd
                              Last week, July 2009 to 2 Week, Sept 2009
          Deliverables:       Procurement Services to be able to use system to carry out RFQ/Tender
                              Process
          Provided by:        In-Tend




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 Phase 4             Go live - eTendering
                      st
 Scope:              1 live RFQ/ITT to be carried out by Procurement Services
 Dates/Duration:     4 Weeks
                      rd                         nd
                     3 Week, August 2009 to 2 Week, Sept 2009
 Deliverables:       Use In-Tend system to carry out RFQ/ITT
 Provided by:        Procurement Services


 Phase 5             Review Project
 Scope:              Lessons Learned from Procurement Roll Out
 Dates/Duration:     1 Week
                      rd
                     3 Week, Sept 2009
 Deliverables:       Use In-Tend system to carry out RFQ/ITT in Pilot School/Service
 Provided by:        Projects Office (supported by Procurement Services)



 Phase 6             Roll Out to Key Schools/ServicesReview System
                      st
 Scope:              1 live RFQ/ITT to be carried out by Procurement Services
                                                            rd
 Dates/Duration:     4 Weeks – Last Week, Sept 2009 to 3 Week Oct 2009
 Deliverables:       Use In-Tend system to carry out RFQ/ITT in Pilot School/Service
 Provided by:        Projects Office (supported by Procurement Services)


 Phase 7             Assess Project Outcomes/Project Close
 Scope:              Review the project by looking at Objectives and whether they have been
                     achieved
 Dates/Duration:     1 Week – Last Week in Oct 2009
 Deliverables:       All Project Outcomes/Objectives met
 Provided by:        Projects Office (supported by Procurement Services)


 Phase 8             Implement Contract Management module
 Scope:              Create records of all current University contracts and load related
                     documents.
 Dates/Duration:     From System Live Aug/Sept – 10 days in Procurement
 Deliverables:       Current contractual arrangements to be transferred on to In-Tend by
                     Procurement Services and individual schools/services.
 Provided by:        Procurement Services

E-auctioning would be conducted under the guidance of Procurement Services because of its
relative exoticism.

 Phase 9             Implement eAuctions module
 Scope:              Carry out a simulated eAuction
 Dates/Duration:     Jan/Feb 2010



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       Deliverables:        Successful test by Procurement Services
       Provided by:         Procurement Services

      In-Tend mirrors current procurement procedures and best practice and is relatively easy to
      implement within an organisation. (The Procurement team at the University of Plymouth set
      up its system with only In-Tend help.) The system will be delivered in a web-hosted
      environment, resulting in the initial setup being carried out off site by ‘In-Tend’.

      After the implementation within the Exeter campuses, the Cornwall Campus will be able to
      benefit from the same system with no additional licences needed. The timescale for roll-out to
      the Cornwall campus will depend on Procurement Services staff resource.

      Stakeholder Consultation - Key Stakeholders will be engaged with to ensure the roll out to
      departmental buyers is a success. This will be done in a variety of ways from workshops to
      newsletters. This phase will run throughout the project based on a communications plan.

      University / Supplier Relationship – In-Tend has confirmed its consultant is available to
      support UoE during the set-up of In-Tend. Procurement services will be involved with the
      setting up of templates at the beginning and will be the lead user of the eSourcing System.

      Process Review - Where current processes need to be reviewed and amended Procurement
      Services will ensure this is done within the timescales indicated. Where a new process is
      considered of value it will not be at the detriment to the whole project timescale. All
      amendments to policy will be agreed at the appropriate level.

      Training - The initial training for Procurement Services purchased from In-Tend will take six
      days and is broken down as :-
      -   three days training for tendering
      -   two days for contract management
      -   one day for active bidding (simple e-auctions)

      Training for the pilot Schools/Services will be provided by the Procurement Office.

      Project Closure - The project will be seen to be closed when all key schools and services
      have been trained and are using the system to carry out their RFQ’s / Tenders which meets
      the objectives set of this project. Day to day management of the system will be the
      responsibility of In-Tend. Procurement Services will be the owners of the template documents
      and any changes made or new documents added will be authorised by the Procurement
      Team.

3.5   RELATED PROJECTS

      EDS and Campus Services are examining the option of replacing or supplementing ‘Concept’.
      At least one application includes an e-tendering module. However, such a module may be
      optional and would, if selected, be used only by Campus Services and EDS. These modules
      tend to be adjuncts to the main FM functions and tend not to be as extensive as specific
      modules like In-Tend. Procurement Services owns the procurement processes, including
      tendering, and considers that one tendering system is essential to the visible and consistent
      management of tendering. Discussion with the Director of EDS indicates that tendering
      process is not one of the key processes to be addressed by a replacement for Concept. In-
      Tend also includes a specialist module for managing contracts. Discussion with CaS
      (Property Svcs) indicates that In-Tend would meet its requirements for tendering exercises
      and managing the renewal of service contracts.

3.6   OUT OF SCOPE

      We propose that TDV (and TCS) are currently out of scope because of their governance
      arrangements, but once this project is completed, we would examine (consulting UCF) the
      possibility of introducing In-Tend to TDV and TCS.



                                              8 of 13
      It is not currently planned to develop interfaces between In-Tend and any existing University
      system. If such a proposal arose in the future, it would be treated as a separate development
      request and planned, funded and controlled separately.


4.    RISKS, CONSTRAINTS AND ASSUMPTIONS
4.1   RISKS
            Description of Risk         Prob       Impact                   Mitigation
       2 systems running in tandem      H/M          M/L      Once each area has been trained
       – electronic & paper based                             and converted, the paper system
                                                              will be stopped.
       Financial resource not             L             H     Procurement Services has the
       available                                              allocation in the 09/10 budget.
       Key Departments do not           L/M             H     Projects team, EDS, CaS (Property
       commit to the project                                  Svcs) support this project
       Human resource not               L/M             H     Agreement in place to staff project
       available i.e. Project Office,                         by Procurement Svcs and the
       Procurement Services                                   Project Team
       Human resource need to           L/M             H     Resource agreed until project
       start other projects before                            outcome satisfied
       project is finished
       Procurement Services unable        L             H     Two weeks have been set aside in
       to produce template                                    July to complete documents
       documents in time.
       Hosted platform not ready in       L             H     The platform exists and is
       time                                                   successfully used in 37 HEIs.
       Project Resource is                L             M/H   Ongoing Project Reviews to
       underestimated to roll out the                         monitor resources needed to
       system to other departmental                           complete project.
       buyers.

      Risk, Issues and Actions Log will be created and updated regularly by Procurement
      Services/Project Team

4.2   CONSTRAINTS & DEPENDENCIES
      4.2.1 Constraints. The main constraint on the implementation of the project is the
      availability of personnel:

             (in Procurement Services) to define and prepare standard processes and
              documentation & also deliver the system.
             (In BISS) to pilot the system and provide feedback.

      However, Procurement Services plans to allocate the relatively quiet month of July to develop
      processes and documentation. BISS is keen to implement a system that speeds and
      standardises its projects, so is committed to implementing it as soon as it can.

4.3   ASSUMPTIONS
      All planned resources will be made available to carry out this system implementation and the
      Project Office will support by rolling out to other schools/services.




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5.      RESOURCE FOR THE PROJECT
5.1     FINANCE
        The total cost of the In-Tend system for a 3 year period will be £41,023 (including VAT at 15%)
        broken down as follows:

        Capital. First year - £18,895 - Stakeholder Fee, Software Licences, database & initial
        training.
        Revenue. Years 1, 2 & 3 - £7,376 p.a. for maintenance and support. Subsequent years will
        be at the same cost plus any yearly increases agreed by In-Tend.

                 2009/10          2010/11        2011/12         2012/13       2013/14        2014/15
Capital              £18,895
Revenue                £7,376         £7,376         £7,376         £7,376        £7,376         £7,376
Total                £26,271          £7,376         £7,376         £7,376        £7,376         £7,376

        Procurement Services’ budget has been augmented from 2009/10 for the maintenance cost
        and the capital cost has been identified in Procurement Services’ 2009/10 budget.

        (Procurement Services has negotiated a 5% (£1,877.43) discount (for purchasing all modules
        up front), which is shown in the figures above.

        No contingency has been allowed for this implementation as it is a relatively simple externally-
        hosted system.

5.2     HUMAN RESOURCES

5.2.1   PROJECT BOARD
        The Project Manager will provide all the paperwork and support for the meetings unless
        papers from other members are submitted. The Chair will approve agenda’s and run the
        meeting ensuring agreement for items that require decisions are understood and agreed.

        The project sponsor will normally chair the Project Board. The sponsor’s role is to own the
        overall project.

        The Project Board will make decisions which may involve change of scope, budget or
        timescales.

        Standard Agenda Items for the Project Board are
             Minutes from previous meetings
             Risk/Issues/Actions Log
             Communications Plan
             Project Managers Report

          Chair                                            John Malloch
          Professional Services Representative (s)         Richard Price (Procurement )
                                                           Dick Leitch / Emma Baker (Project Office)
                                                           Hugh McCann (Estates Development)
                                                           David Nairn (Campus Services)
                                                           Mike Walton (ICSD)
          School Representative (s)                        To be identified when needed within project
                                                           scope
          Project Manager                                  Dick Leitch (Projects Office)
          Project Assistant                                Richard Price (Procurement)


5.2.2   PROJECT TEAM
        We expect the project board members listed below to join the Board or nominate a


                                                10 of 13
          representative:

               Project Role       Name                   Days required or       Timescale required
                                                         % of time
              Project Board       JM, RP, DL, HMc,          8 hrs (each         Bimonthly meetings until key
                                  EB, DN                     member)            departments converted, then
                                                                                termly.
              Project Manager     DL                          10 Days
              Project Team        RP, KH, SP, JM              45 Days
              Work streams        Procurement
              Backfill            Not Planned
              Training            In-Tend for                 10 Days
              Resource            Procurement
                                  Projects
                                  Office/Procureme
                                  nt for Schools &
                                  Services


5.3       HARDWARE REQUIREMENTS/REPLACEMENT SCHEDULE & RESPONSIBILITY
There are no hardware or storage requirements because In-Tend is an externally-hosted web system
accessed by individual web browser.

5.4       OPERATIONAL RESPONSIBILITY FOR THE SYSTEM AND RESOURCE REQUIRED
          -          System Responsibility – ‘In-Tend’ is responsible for the operation of the system,
                     repair of hardware and software updates. Procurement will ‘own’ the system and
                     have access to all of it as the system will provide full visibility of the University’s major
                     acquisitions. Procurement will be responsible for system administration including
                     access rights, training, user groups, upgrades and testing new functionality.

          -          User (Helpdesk) Support – Most queries from users are expected to be logged by
                     the IT Helpdesk, and assigned to Procurement Services. Some direct queries to
                                                                                       3
                     Procurement Services are expected on matters regarding the use of the software.
                     These queries (and those forwarded by the Helpdesk) will be handled by the
                     Procurement Officer, with more difficult issues passed to In-Tend for resolution.
                     Genuine system issues will always be routed through the IT Helpdesk if encountered
                     by Procurement Services. Other than logging and assigning calls, no other support will
                     be required from either ICSD or Corporate Systems.

          -          Access Security – arrangements will be made to ensure that no use is made of the
                     exeter.ac.uk domain in setting up the In-Tend site for Exeter and that Exeter LDAP/AD
                     usernames and passwords are not used. We will also ensure that the appropriate
                     security controls are exercised over the usernames and passwords that are used and
                     that the connection to the site is secure.

          -          Data Security – arrangements will be made to ensure that appropriate assurances
                     are contained in the contract in respect of Service Level Agreements and Quality of
                     Service. This includes details of availability, resilience, backup & recovery (business
                     continuity), confidentiality, audit and other matters.
5.5       TRAINING REQUIREMENTS & ONGOING TRAINING PROVISION:-
          ‘In-Tend’ will provide all training during the implementation of the system in Procurement
          Services. Training required afterwards will be conducted by Procurement Services. We
          envisage familiarising the Corporate Systems Helpdesk during the initial training.

3
    Experience of the University of Plymouth.


                                                       11 of 13
6.       MANAGING THE PROJECT
         The following documents will be drafted to support the management of the project:-
                   Project Initiation Document plus appendices
                     o Risk Log
                     o Issue Log
                     o Action Logs
                     o Budget
                   Key Messages Document
                   Communication Plan
                   Procurement Schedule (> £25k)
                   Project plan
                   Project status reports
                   Post Project Evaluation report

     6.1 ISSUE CONTROL
         The project manager will control the issue of all documents, perhaps delegating certain
         documents to the Project Assistant.

     6.2 ACTIONS REGISTER
         An Action Log will be maintained by the project manager (updated by the project assistant) in
         the normal fashion.

     6.3 FINANCIAL CONTROL
         The capital expenditure will be controlled by Procurement Services according to the
         implementation plan.

     6.4 INFORMATION MANAGEMENT
         All project information will be updated by the project assistant, stored on the Procurement
         shared drive and uploaded to the Projects’ Website.

     6.5 STAKEHOLDERS



          Stakeholder       Expected Communications          Frequency                    Media
          Procurement       Updates, especially about        Fortnightly                  Briefings
          Services          training.
                                                                                          E-mail updates
          Project Board     Up to date awareness of          As requested by Project      Reports
                            Project activities and           Board
                            progress against plans
          School/Service    An understanding of the          Initially and then at        One–to-one short
          Managers          scope, status and importance     monthly intervals.           briefing, followed by
                            of the project.                                               email updates and
                            Potential impact on Schools                                   updates via Creating
                            Requirement for staff to                                      Value project.
                            actively engage with process
                            changes
          Line managers     PID Agreement                    As required                  Briefings to School
          of staff          Project Updates                                               Managers / ASU
          involved in the   Any changes to scope and                                      Campus Admin
          project           timescale                                                     Manager
                                                                                          Reports
                                                                                          Emails



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       Stakeholder       Expected Communications           Frequency                   Media
       Staff members     An understanding of the           As required                 Staff briefings
       (who will use     scope, status and importance
                         of the project.                                               Staff Training
       the system)
                                                                                       Training handouts
                         Details of training courses.
                         Awareness of any new                                          News in Brief
                         policies or procedures in                                     Procurement
                         relation to service provision.                                Services website
                                                                                       Project Web Pages


6.6   PLANNING
      A project plan, based on this PID, will be prepared when this PID is approved.


6.7   APPROVAL



                         Name                              Signature                   Date
      Project            John Malloch
      Sponsor            Procurement Services
      Project            Dick Leitch
      Manager            Projects Office
      Project            Richard Price
      Assistant          Procurement Services
      Project            John Malloch
      Customer/s         Procurement Services
                         Emma Baker
                         BISS
                         Hugh McCann
                         EDS
                         David Nairn
                         Campus Services
                         Mike Walton
                         ICSD
      Consultant         Steve Cumper - In-Tend




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