Project Name and Reference Number

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Project Name and Reference Number

C&IT Services Project Plan

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Creation Date / 29/02/2008 12:43:00
Last Updated / 6 October 2014

Table of Contents

1Business Case For Project

1.1Background for project

1.2Objectives and Goals

1.3Key Benefits

1.4Main Success Factors

1.5Key Deliverables

2Options Appraisal

2.1Options

2.1.1Option 1

2.1.2Option 2

2.2Options Summary

2.3Options Conclusion

3Project Plan

3.1High level Requirements

3.2Scope

3.2.1In Scope

3.2.2Out of Scope

3.3Solution Design

3.4Deployment

3.5Schedule for Major Stages and Work Packages

3.6Baseline and KPI

3.7Key Deliverable Milestones

3.8Communications Matrix

3.9Dissemination Matrix

3.10Testing

3.11Impact on Business as Usual

3.11.1Equality Impact Assessment

3.11.2Training Requirements

3.11.3Support Requirements

3.11.4Handover

4Project Context

4.1Budget

4.2Organisation and Resources

4.2.1Overall Project Structure

4.2.2Roles and Responsibilities

4.3Risks

4.4Issues

4.5Assumptions

4.6Exclusions

4.7Dependencies & Prerequisites

4.8Glossary of Terms

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Project Name and Reference Number

Version Number

1Business Case For Project

The business case is an essential part of the document to ensure project success. It provides justification for the project in terms of its alignment with the objectives of the organisation; it also provides the basis for managing the delivery of the project on time, within budget and to agreed quality standards.

The aim of the business case is to provide sufficient information with regards to the project for management to obtain commitment and approval to invest in the project. It should be regularly updated and used as a basis for decisions by the Project Board for continuation or not.

1.1Background for project

How has this come about? Provide a brief summary of the background of the project, why it has come about, what is the business needs and why it is needed now.

1.2Objectives and Goals

What do you want to get out of the project? Detail what the objectives and goals of the project are and what the project is trying to achieve.

1.3Key Benefits

Why are you doing the project? Give an overview of the benefits of the project and how they will be realised.

1.4Main Success Factors

How will you know if and when the project has been a success? Define the main success factors along with their deliverable and how you will be able to measure the success/deliverable.

1.5Key Deliverables

Deliverables / Measure
Redesign Student Website / Easier to navigate and presentation of material

2Options Appraisal

2.1Options

Evaluate the different options that are being investigated and are available. Detail the costs, resource requirement, both physical and people,do we have the knowledge in house or does it need to be bought in and proposed solutions for each option.Do any of these options require purchasing approval, ie OJEU?Consult with both internal departments and external companies, to solict their feedback and comment. Include the ‘do nothing’ option.

2.1.1Option 1

2.1.2Option 2

2.2Options Summary

This section consolidates all the options together into one table to allow quick overview of it.

OPTION / COST / RESOURCE / DURATION / NOTES

2.3Options Conclusion

Following review of the different options, detail what the proposal is going forward.

3Project Plan

The Project Plan brings together plans for all the requirements of the Project.Consult with internal departments, to solict their feedback and comment. It details the how, where, when, how much and who of the project. This Project Plan will be continually updated throughout the Project as it progresses through its cycle.

3.1High level Requirements

Req. ID / Requirement / Details

3.2Scope

3.2.1In Scope

Clearly document what is in the scope of this project. Use bullets where possible. Also if working with an external supplier, clearly define their and Edinburgh Napier’s responsibilities.

3.2.2Out of Scope

Clearly document what is not in scope of this project. Use bullets where possible.Also if working with an external supplier, clearly define what will not be their and Edinburgh Napier’s responsibilities.

3.3Solution Design

Define the planned architecture of the project. What hardware and software is required? What are the disk space requirements and over what period? Consider the products and their interfaces. Does data need to be migrated from old systems? What codes are being used by this system, do they come from another system? Will the codes need to be added to the University Master Codebook? What systems will the new system integrate with? How will they communicate? What processes are being used? Think about the physical architecture as well as the conceptual and logical architecture. Remember a test environment as well as a live environment. What server space is required and its configuration? What Security is required? Diagrams work well here.

3.4Deployment

How will the roll-out of the solution be deployed? What is the Installation Plan? How many licences are required? What parts of the business will be targeted? How will you minimize disruption to users? How will they be supported/ trained/ end user documentation? Will you consider a pilot or a prototype?

3.5Schedule for Major Stages and Work Packages

Identify major stages of the development, resources and key work packages for the project deliverables/actions. Remember to also gather key internal and external dates, other projects, Holidays for team members, so these can be worked into the Schedule. Some examples are shown in the table below. Replace these with appropriate information for your project. A Gantt chart or graphical representation of the timelines works well here. If working with an external supplier, how will you monitor their work schedule?

3.6Baseline and KPI

What are the current measures which will be improved upon once this project has been implemented? What key performance indicators will be the measured once this project is implemented? Who will decide these?

3.7Key DeliverableMilestones

The project is divided into thestages and milestones for key deliverables:

Stage / Duration / Key Deliverable Milestone / Date
Feasibility
/ X days / Go / No-go Decision / dd/mm/yyyy
Planning
/ X days / Requirements complete / dd/mm/yyyy
Implementation
/ X days / Development complete / dd/mm/yyyy
Handover
/ X days / Training complete / dd/mm/yyyy
Close
/ X days / PIR complete / dd/mm/yyyy

3.8Communications Matrix

What / Type / When / Owner
Status Report / Document / Every Friday / Project Manager
Kick Off Meeting / Meeting / Start of Project / Project Manager
Project Team Meetings / Meeting / Every Month / Project Manager
Project Board Review / Meeting / Quarterly / Project Sponsor
Project Review / Meeting & Document / 5 days after go-live / Project Manager
Highlight Reports for Project Board / Document / Quarterly / Project Manager

3.9DisseminationMatrix

Timing / Dissemination Activity / Audience / Purpose / Owner
Throughout project / MS SharePoint to hold all project information / Project Team / To effectively communicate when work will be/has been delivered. / Project Manager
Regular timing throughout Project. / Internal Project Communication via the Staff Intranet / Staff / To inform beneficial developments and motivate buy-in / Project Manager and Policy & Communications representative.
Specific Communication / Communication of changes / External / To effectively communicate with external partners and suppliers the impact of the project will have on our activities. / Project Manager and appropriate Project Team members.
Specific Communication / Briefing / Staff / To effectively communicate with Staff as to a specific part of the project and its impact on Business as usual / Project Manager and appropriate Project Team members

3.10Testing

How will the development be tested? Will you need to build a test environment? Have you created a Test Plan which is involved at every stage of the development? What about integration with existing systems? How will you capture results and document? Do you need to involve other Departments? Do you need to build up Test Cases? Do you need to gain feedback after the development has been implemented? Do you need to keep a recordof requests/defects for future revisions? How will you test subsequent revisions?

Testing Phase / How will testing be performed? / Expected Result / When / By Whom

3.11Impact on Business as Usual

What will be the impact to the Business once the project is completed? What training will be required? What will be the escalation procedure(s)? What documentation is required? Do existing services need to be decommissioned? What is the upgrade path if software related. What about archiving and backup? Do current processes/work practice need to be changed? What reports will be need to be generated

3.11.1Equality Impact Assessment

Equality Impact Assessment (EIA) is the process by which organisations examine their activities in order to minimise the potential for discrimination. The process is also used to monitor interventions designed to have a positive impact on a particular group.

EIAs are required by law and there are two levels; a rapid impact assessment where a small group go through the proposal looking for any unintended barriers and a full Equality Impact Assessment which involves a wider audience.

For more information please read the document EIA Guidance and Assessment located at:

or

3.11.2Training Requirements

Detail what sort of training will be required (Hands On, Training Courses, On-line training, Manuals etc). Who will do this training (project team, consultants, specific trainers). Detail where this training will occur (e.g. on/offsite) and what facilities are required. What are the different types of Training required, ie System Administration, End User Training, Technical Support Training, etc….

3.11.3Support Requirements

Detail what will be required to support once the project goes live. What installations will be required? Define the different levels of support (first, second etc) and who will do this support? Is it an internal responsibility or is it an external responsibility? If external who is responsible to monitor the service and contract? What are the escalation points? What documentation is required? Is there new hardware or software or new process required to be put in place?

3.11.4Handover

Who will the project be handed over too? Who is responsible for ongoing day to day operations? What is required to ensure smooth handover? Have you scheduled a briefing for staff who might be affected? Has it been added to the backup process? Who can allocate further licences, if required? Is there an ongoing licence that will need to be renewed – how is this recorded?

4Project Context

4.1Budget

Define the budget that will be allocated to the project. Include material and non-material costs such as resources and time. How will you monitor costs versus budget? Do you have contingencies in your budget? Who signs off the budget and expenditure? What happens if you go over budget? Do you need to think about OJEU if your budget for 4 years of costs is over £139,893 excluding VAT?

PROJECT EXPENDITURE / AMOUNT / COST / TOTAL
TOTAL / £

4.2Organisation and Resources

Identify the people required for the project, their roles and responsibilities. Insert a project organisation chart as appropriate. What is your escalation path.Have you spoken with the correct Authorising Manager?

4.2.1Overall Project Structure

Insert an organisational chart here: an example is below:


4.2.2Roles and Responsibilities

List all the stakeholders that will be involved in the project, their names (where available), their responsibility and the duration they are expected to be working on the project for. Describe the escalation path and who is responsible. Diagrams are good.

Role / Name(s) / Responsibility / Duration
Project Sponsor / -Owner of Business case
-Chair Board meetings
-Keep Project inline with strategy
Project Board / -Overall direction and management of the project
-Responsible to senior management & voice to outside world
-Approval of key documents
-The authority to make decisions plus the responsibility for the commitment of resources to the project, i.e. people, time budget and equipment
-Arbitrate on any conflict within the project or negotiate a solution to any issue which the Project Team cannot resolve
Project Manager / -Production of Project Mandate, along with other Project Documentation and their update
-Authority to run project on day to day basis
-Produce required products to required standard within time and budget constraints
-Escalate issues to Board as required
-Manage communications
-Responsible for change control
-Responsible for risk managment
Project Team / -Provide specialist and expert knowledge
-Responsible for accepting and delivering work packages
-Responsible for generating their team plans for each work package
-Responsible for reporting back to the Project Manager through Status Reports on a fortnightly basis.
-Responsible for escalating issues to Project Manager relating to their work packages and deliverables.
-Responsible for disseminating information on the project, decisions made and developments to appropriate staff within their department to ensure that work can be completed effectively.

4.3Risks

Detail any preliminary risks. Risks are anything that cause an adverse impact onto a project which may affect the defined targets and milestones.

ID / Risk / Probability / Impact / Contingency
R1 / Low/Medium/High / Low/Medium/High

4.4Issues

List any issues yet to be resolved/agreed with the departments/ team.

ID / Issue / Raised By / Owner / Action to Resolve
I1 / E.g. What is file format compatibility story with Office 2002? / Enter name / Either name an individual or an organisation / E.g. Research available options for RDP deployment phase and beyond.

4.5Assumptions

Assumptions are suppositions or beliefs that we have on which the design or plan is based.

ID / Working Assumption
A1

4.6Exclusions

Detail anything that will be excluded from the project and therefore out of scope.

ID / Exclusions
E1

4.7Dependencies & Prerequisites

Dependencies are things outside the direct control of the project team that need to occur in order that the solution is delivered as specified and to plan. For example one dependency might be the availability of Beta version of software by a specific date or the delivery of an interface or document from a different team or department.

ID / Dependency
D1

A prerequisite is something that must be in place before a stage can commence. This can include equipment, facilities, tasks or resources.

ID / Prerequistes
PR1

4.8Glossary of Terms

Term / Description
ASG / Applications System Group

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