CiCS Programme Definition 2009 · CiCS Programme Definition 2009 Version 2 March 2009 NB This is a...

Corporate Information and Computing Services

CiCS Programme Definition 2009

Version 2

March 2009

NB This is a static pdf edition of the web-based CiCS Programme Definition. For the latest version of each section please view on the web.

Contents

1 Programme Overview

2 Background and Management Strategies

3 CiCS Vision

The Vision covers the whole of CiCS activities. This Programme manages the major new developments and benefits within that.

4 CiCS Strategy

As with the Vision this covers the whole of CiCS activities, with this Programme managing the major new developments and benefits.

5 CiCS Objectives

As with the Vision this covers the whole of CiCS activities, with this Programme managing the major new developments and benefits.

6 Programme Plan

7 Benefit Profiles and Plan

8 Stakeholder Map and Communications

9 Risk Log

CiCS Departmental Programme - Overview

The CiCS Departmental Programme includes all projects managed by CiCS. Projects will usually have an impactway beyond CiCS of course, and there is representation on the Project Boards and Application Groups from acrossthe University.

The Programme:

• Maintains an overview of all CiCS projects and manages interactions and resource clashes between them.

• Identifies, prioritises and commissions projects, in conjunction with the Application Groups. The Admin Teamresolves difficulties if necessary.

• Manages Benefits Realisation alongside the Application Groups and the Projects. Projects identify likely benefitsand ensure roll-out and support structures are in place before closure. However most of the possible benefits formost projects are realised long after project closure, and the Application Groups will help to enable and managethe effective usage of our systems for the benefit of the University.

• Manages Programme-level risks.

Project Management SystemA quick overview of the CiCS Project Management organisation and processes.

OrganisationProgramme BoardInitiates, co-ordinates & supports projects.Manages Benefits Realisation.Deals with strategic issues.

Programme & Project UnitSupports Project Managers.Maintains and develops the methodology & system.Organises & administers the system.

Project BoardOwns and controls the Project.Roles (which may be merged or split):• Sponsor: Project champion - may not be on Project Board.• Project Manager: Plans, co-ordinates, communicates.• Customer: Specifies, signs off deliverables.• User: Represents end users.• Technical…: Other key stakeholder/s.

Team/sDo the work.

CiCS Programme – Overview: Page 1 of 2

CiCSDepartmental Programme

ImplementationProgrammes

Projects BenefitStreams

ApplicationGroups

Admin Team

Project Processes and Documents

Project documents are shown at the stage where they are completed, with key documents in bold.

ProjectsLiteCiCS has developed light weight versions of key Project Management docs, with guidance on their usage. Theseare suggested for informal projects, perhaps within a team. As they are not formal CiCS projects they are notsupported directly by the PPU and do not report to the Programme Board. Teams and individuals can use andmodify the templates just as they like. The aim is:• To help people structure their work.• To make greater use of people’s APM-IC skills.• To help embed project management principles more firmly across the board.

GlossaryCiCS Project and Programme Management systems are based on the complementary PRINCE2 (for Projects) andMSP (for Programmes) methodologies. Project Managers in CiCS all have qualifications from the Association ofProject Managers (APM). The principles are entirely compatible, but there are different terms used for some keyconcepts. This is a rough translation:

• PRINCE2 Project Initiation Document (PID)= APM Project Management Plan= CiCS Project Definition + Project Plan + Risk Log + Quality & Test Log

• PRINCE2 and APM Outline Business Case + Project Brief= CiCS Project Proposal

• The PRINCE2 and APM Business Case is within our Project Definition, though some large projects may have aseparate Business Case document.

• The CiCS Departmental Programme is a typical portfolio Programme in MSP terms. However APM definesProgramme very narrowly, so our Programme is an amalgam of a Portfolio and a Programme in APM terms.

CiCS Programme – Overview: Page 2 of 2

Project Proposal

Project DefinitionProject PlanCommunications PlanRisk LogIssues LogQuality & Test LogBudget Plan

Milestone Reports

Service LaunchChecklist

Project ClosureLessons Learned Review

Monthly Highlight Reports

Post-ImplementationReview

Benefits Management

Gateway Reviews

CiCS Programme – Background: Page 1 of 5

CiCS Programme Definition 2009 Background

1 Background CiCS introduced formal Project Management in January 2001 and formal Programme Management of our portfolio of projects in 2004, following a formal review of our systems. Programme Management has helped us to better co-ordinate projects and resources, to prioritise projects and deliver benefits more effectively, and to improve reporting and analysis of the department’s project-based activities.

MSP Methodology

Our Project Management methodology is based on PRINCE2, the industry-standard method controlled by the OGC (Office of Government Commerce). Our Programme Management is also based on the relevant OGC methodology, MSP – Managing Successful Programmes.

MSP focuses on Programme Planning, Benefits Management, Stakeholder Management, Risk Management and Quality Management. This is recognisably similar to project management, as are the key processes - Identifying, Defining and Establishing a Programme, Managing the Portfolio of Projects, Delivering Benefits, and finally Closing the Programme. The last does not apply here as CiCS has a rolling ‘Business Cycle’ programme which is reviewed annually.

CiCS Programme Management: Main Features

• Programme Board: The Programme Board is made up of the CiCS Executive plus the Programme Manager, ie Christine Sexton (Programme Director), Dave Speake, John McAuley, Kath Winter and Pablo Stern (Programme Manager).

• Programme and Project Unit: Undertakes Programme Management of the department’s portfolio of projects and also performs the functions of a project support office.

• Programme Definition: The document of which this is a part. As well as sections like the Programme Plan (below) it includes other key departmental documents, eg the Departmental Vision.

• Programme Plan: Details all projects and their main phases and inter-project dependencies. A Gantt-style chart aids planning and analysis.

• Benefits: Projects deliver ‘capabilities’ but Programme Management is concerned more with the benefits that are reaped from these. Projects have their benefits for the University (and dis-benefits) clearly identified at start-up and beyond, and the Closure Documents indicate ongoing responsibility for these. Over 2007 there was improved liaison between projects and the Customer Services section to help improve rollout and systems usage, and in 2009 we hope to strengthen our work on benefits realisation. Discussions are ongoing with the Application Groups regarding them refocusing to take a more strategic and proactive role in systems development, and also to be much more active in ensuring the organisational processes change to really get the benefits of new and existing systems.

• Resource Planning: CiCS works in a rapidly changing and dynamic environment and the conflicts between regular ‘business as usual’ work and project work can make longer-term resource planning problematic. Each project defines in the Project Definition what resources will be needed for each phase and the appropriate Assistant Directors will assess what is available and


liaise with the Project Manager. The agreed resource levels will be reviewed at the end of each phase.

• Annual Revision of the Programme: CiCS has, in MSP terms, a ‘Business Cycle’ Programme. This implies a rolling Programme Definition: much of the Project Definition (Programme Plan, Blueprint, Benefits profiles etc) should be fully revised annually, and updated as projects come on stream.

• Ongoing Project Control:

The Programme Board meets monthly, fed by monthly highlight reports from every project:

o Projects progress is monitored. Issues are discussed and any which have been identified by the Project Manager as requiring decision or action are dealt with, and the Project Manager informed appropriately.

o Project highlight reports will include any major changes in deliverables or timescales. These can then be agreed and included in the Programme Plan or questioned if problematic in terms of the programme plan (knock-on effects) or strategy (CiCS/University priorities). They will also have clear ‘milestone’ reporting.

o Proposed Project Definitions will be looked at with regard to departmental strategy.

o Post-Implementation Reviews will be formally monitored.

• Lessons Learned:

Many projects review the project process itself, sometimes with a formal ‘Lessons Learned’ document. The lessons learned from both successes and failures are brought into the Project Management methodology.

Other Programmes

The CiCS Programme intersects with other Programmes, and this overlap has to be managed effectively:

• University Collaboration Improvement Programme

This Programme started in early 2006. Projects with significant collaboration aspects report to the UCI Programme and are managed by it as far as the collaboration aspects are concerned. Benefits management is key to this programme.

• Estates Programme

CiCS intersects with the Estates Department programme of works both as customers, eg Brunswick m/c room, and as internal suppliers, eg residences. CiCS monitors progress in these projects, and incorporates requirements into CiCS projects or sets up new projects where appropriate.

2 Management Strategies 2.1 Benefits Management Strategy

2.1.1 Methodology CiCS organised formal Benefits Realisation Management training in 2005, initially for the SAP Programme and then for other staff. This has resulted in a more coherent approach to benefits management, and in particular:

a. The application of benefits management in the SAP Programme.


b. The setting up of the University Collaboration Improvement Programme, which started in early 2006. This has been set up specifically to co-ordinate and actively manage the roll-out and benefits management of the collaboration aspects of a number of projects, some of which have extensive overlaps in potential capabilities and benefits.

c. A Benefits Realisation Toolkit for Project Managers and practical assistance from the PPU in project start-up meetings focussing on strategy and expected benefits.

d. As noted above it is hoped that during 2009 the Application Groups will take on a role in benefits management.

2.1.2 Benefits Identification Projects deliver capabilities, whilst the programme is more concerned with the benefits achieved for the University.

This is a rolling portfolio programme, so the expected benefits of the programme as a whole cannot be pre-defined. The expected benefits to the University from the current and potential projects however can be identified and summated, and the prioritisation and orientation of projects can be made in the light of the overall benefits.

a. Each project should identify the benefits to the University which it expects will result from the capabilities it will deliver.

b. There may also be cross-project benefits, and these should be identified by the project team, departmental leaders, the Programme Manager and in Post-Implementation Reviews.

c. There can be unexpected benefits from projects and these should also be included in the Benefit Profiles. These are most likely to be identified by the project team and Post-Implementation Reviews.

2.1.3 Benefits Realisation Responsibility for the realisation of the benefits varies according to the type of project.

a. Where projects re-engineer or improve business processes the relevant department is responsible for realising the benefits, and minimising dis-benefits. They will always be represented on the Project Group.

b. Some projects impact on large numbers of departments, particularly those delivering capabilities to academic departments. There will be a representative of the departments on the Project Group, but the Project Group as a whole will be responsible for roll-out and publicity, in order to maximise benefits accrued.

c. It is hoped that during 2009 the Application Groups will be more proactive in ensuring the benefits of new and existing systems are realised.

d. Some projects are ‘enabling’ projects internal to CiCS, particularly infrastructure ones. They may for instance keep the technology up to date and facilitate the delivery of new facilities, like the Network Upgrade project. In these cases the benefits realisation is implicit, providing that the new facilities or requirements do emerge. Nevertheless they may have a high profile, like the Managed XP project, and there may be potential benefits which still need to be actively sought, such as the extended use of Managed XP possible if academic departments take advantage of the local application installation facility.

e. Other CiCS-centred projects do require active promotion of the new capabilities in order to deliver benefits, like the Wireless Network, and the Project Definition and roll-out plan should make clear which CiCS staff group is responsible for realising the benefits, and minimising dis-benefits.


Also, Project Closure Documents always include handover details, and these include responsibility for further rollout, publicity, process consolidation etc as appropriate. The Customer Services Section will be actively involved in managing the transfer of responsibilities, and the realisation of benefits.

The Post-Implementation Review, which happens a few months after a project ends, may also include a new approach to benefits realisation, particularly of course where new potential benefits have been identified.

2.1.4 Benefits Monitoring The ‘Benefit Profiles and Plan’ section of this document (held separately) brings together the strategic benefits expected from the Programme and how each project contributes to it. This is reviewed bi-monthly by the Programme Board, and is also of course fully reviewed and updated at the annual review of the programme. Again, it is hoped the Application Groups may become more active here through 2009.

One of the central purposes of the Post-Implementation Review, which happen a few months after a project ends, is to examine how benefits are being realised and take appropriate action.

Regarding collaboration benefits, these are being actively managed and monitored by the University Collaboration Improvement Programme.

2.2 Risk Management Strategy Programme (not project-only) risks are dealt with here.

2.2.1 Identification of Risks A thorough strategic risk assessment was carried out at the start of the Programme, and will be repeated at the annual review stage.

Additional strategic risks may be identified through the year, particularly if major projects are newly identified or there is a significant change in CiCS’ strategic aims.

2.2.2 Monitoring of Risks Programme Board meetings will quarterly include a review of the identified risks in the Risk Log, and consideration of potential new risks. This review may include modifying the perceived impact or probability of risks, and may of course involve initiating appropriate action to forestall risks or minimise their impact.

2.3 Quality Management Strategy 2.3.1 Organisation and Processes Projects are organised and run in accordance with the industry-standard PRINCE2 methodology. The Programme organisation is based on the government-recommended MSP methodology.

1 Project Level

Each Project Group is responsible for the quality of its deliverables. All deliverables are signed off by the Project Group, the Service Launch Checklist helps ensure a controlled delivery, and the Post-Implementation Review directly assesses the quality of the products as used Live. Many projects also undertake a review and complete a Lessons Learned Report, to assist in improving the quality of future projects.

Each Project Manager reports monthly to the Programme Manager for the monthly Programme Board meetings (below).


2 Programme Level

The Programme Manager and monthly Programme Board meetings monitor and support each project, ensuring that minimum standards of reporting and accountability are maintained, and ensuring that projects operate properly individually and collectively.

The monthly and in particular the annual Programme Boards also monitor the Programme outputs and how these match the expected benefits and the University’s strategy.

3 University Level

At a higher level, the quality of the Programme’s outputs is monitored by Admin Team and the University Executive Board.

2.3.2 Information All project documentation uses standard templates developed on PRINCE2 principles for the University by CiCS.

At project start-up all projects produce a Project Definition which includes an agreed definition of requirements and deliverables, against which actual deliverables can later be measured. Where these are significantly modified during the life of the project such changes are recorded in the Change Log section of the Project Definition.

A Communications Plan is also created for every project and is used to manage all aspects of communications, including documentation, publicity etc.

Some projects will have a Quality and Test Log, which defines in a standard format how each deliverable is approved and signed off. Some projects do not warrant this level of documentation, either because they are too small or because the deliverables make it inappropriate - where the only deliverable is a report for instance.

The Service Launch Checklist ensures that every service launch is undertaken in a controlled manner.

All projects issue a Project Closure document which identifies the project’s deliverables and what body approved them. A Lessons Learned Report may also be produced.

2.3.3 Configuration Project Managers are responsible for project documentation. The Programme Manager and Programme Director ensure that projects produce the necessary documentation for effective communication and record-keeping at both project and programme level, and provide support where necessary.

The Programme Manager keeps Programme documentation up to date, in particular the dynamic sections of this Programme Definition, which are held separately from the main document. The Programme Manager also produces reports as required by Programme Board meetings, by the department and by University bodies.

All Programme documentation is fully reviewed and updated on an annual basis.

Project and Programme documentation are held on a shared file-store, available to the appropriate CiCS staff. Much higher-level and support documentation is available on the CiCS Programme and Projects website.

CiCS Programme – Vision: Page 1 of 1

CiCS Programme Definition 2009 Vision

"We will be an innovative and influential department, respected by the University and recognised as a leader in the sector, delivering excellent customer-focused services"

The vision covers the whole of CiCS activities. The CiCS Programme, defined in this document, manages the major developments and benefits.

CiCS Programme – Strategy: Page 1 of 12

CiCS Programme Definition 2009 Strategy The strategy covers the whole of CiCS activities. The CiCS Programme manages the major developments and benefits.

1. Information Technology Strategy 2. Learning and Teaching Strategy 3. Research Strategy (tba)


1. PURPOSE

This strategy replaces the previous IT strategy and is an integral part of the overall strategy being developed by Corporate Information and Computing Services (CICS). The purpose of the strategy is to ensure alignment with the University's Shared Vision, with the Information Strategy 2006-2009, and with the requirement to build on and improve service to CiCS' customers and stakeholders.

2. CONTEXT

2.1 Information Technology Information technology, now more than ever, is crucial if the University is to deliver on its vision of becoming one of the top 5 research Universities in the UK. Research, teaching and learning, student recruitment and retention, and the business processes of the University are all increasingly dependent on IT in one form or another. Both students and staff come to the University with an expectation that the services we provide will respond to their needs, rather than meet the needs of 'The University'. We are now nearing universal ownership of desktop/laptop computers amongst the student population (currently at c90%), while ownership of sophisticated network devices such as PDAs and phones is also rising rapidly.

2.2 Changing Environment The changing environment presents us with several opportunities and threats:

• Delivery of more services to our users on their own computers; • Removal of the need to store ever-increasing amounts of student filestore as personal

devices hold more and more data; • Increasing expectations of us as service providers; • Unpredictability of future requirements, particularly in the research computing area.

2.3 CiCS Mission In order to clarify its role in supporting the University's mission and strategic objectives CICS has defined its mission as:

• to support the University in maintaining the highest levels of excellence as a research-led institution of international standing;

• to provide an infrastructure, systems and services which make available appropriate and accurate information to members of the University and external stakeholders;

• to provide information services that support research and teaching to the highest levels.

2.4 CiCS Aim The aim of CICS is to ensure that the University has the appropriate levels of computing, telecommunications, network services and technical support to allow it to achieve its corporate aims and objectives. The primary responsibility of CiCS is to manage the computing

CiCS INFORMATION TECHNOLOGY STRATEGY 2008 – 2013


resources and information facilities to promote an environment conducive to excellence in academic scholarship, research, teaching, learning and management.

It is within this context that the following Strategic Objectives and Implementation Plan have been devised for the development of the University's IT services in the next five years.

3. STRATEGIC OBJECTIVES

The strategic objectives listed below have been identified as being fundamental to achieving our mission during the period 2008-2013. They are in part aligned to overall University priorities, and in part reflect specific technological and staff development objectives which will need to be achieved in order to underpin service provision.

3.1 OBJECTIVES LINKED TO UNIVERSITY PRIORITIES: • A mechanism which ensures that CiCS staff development and training anticipates changes

in University requirements; • A greater emphasis on the identification of external funding opportunities which will

contribute towards the achievement of other objectives; • Increased support for research, in particular in relation to the use of the High Performance

Compute facility; • Commitment to reducing the environmental impact of IT within the University; • Focus on delivery of services to the new faculty structures.

3.2 TECHNOLOGICAL OBJECTIVES: • An infrastructure which will meet the needs of the next five years and beyond; • Applications and services which have a clear relationship with the business of the

University; • A reduction in the variety of technologies in use; • A reduction in the number of core systems and applications providing similar functions; • Delivery of services in a way that meets the needs of the user, rather than CiCS or the

University; • An effective system for ensuring that new and emerging technologies are evaluated; • A robust system to ensure effective monitoring and review of technical infrastructure and

services.


4. IMPLEMENTATION

In practice, the strategic objectives listed above can be reordered as:

• aspirational objectives • short- and medium-term technical solutions involving the introduction/development of

new technologies • re-adjustments of existing services to fit with users' new operational requirements

4.1 OVERVIEW

CiCS will continue to be committed to selecting software and hardware which conforms to open standards. By this we mean that we will prefer those solutions which enable us to connect together disparate systems and technologies in a non-proprietary way, and which enable us to replace components relatively easily. We will also consider open-source alternatives to commercial systems as part of any tendering processes.

We will press forward with the existing strategy of making services available over the web. Many services are available over the web, but many have different interfaces, different user device requirements, etc. We must seek to ensure that the user experience of our services is a great deal more seamless than it is currently. In practice this means that, at least for the casual user who does not require the full functionality of any particular system, the underlying complexity must be hidden within the portal (MUSE). As a consequence MUSE will become the central point of delivery for most services. We will extend the reach of current desktop applications such as those delivered on the managed desktop by integrating them within the portal. We will ensure that users of our systems can choose how, when and where they access services such as change module for students or goods requisitioning. Use of portal standards for such 'applets' will allow users to create their own set of commonly used functions which can be delivered to their pda/phone as well as the traditional portal on a desktop or laptop computer, and will allow us to respond more rapidly to technological change.

The last five years have seen an explosion in the number and variety of services we provide. In order to make best use of existing and new services, we will put greater effort into their integration, using where possible Service Oriented Architecture and web services techniques to minimise duplication and overlap.

Collaboration, between colleagues, students and external partners, is now a crucial part of the University's work, and our services will give increasing support for this way of working. We will take advantage of the opportunities afforded by the latest generation of web technologies (web 2.0) in order to enable and facilitate collaboration.

With increasing volumes of data, and increasing variety in storage locations and technologies, metadata storage and search facilities which enhance our understanding and use of this resource will become increasingly important.


4.2 SERVICES FOR STUDENTS

We will create an environment where students are able to access information and services from wherever they are and with whatever device they have available to them. Students will be more in control of their University experience, with information systems which allow them to interact with the University in a dynamic and seamless fashion.

4.3 SUPPORT FOR RESEARCH We will increase support for research with the creation of a Research co-ordinator post (funds permitting) within CiCS who will pull together the various strands of support which we currently provide. Efforts will be concentrated on making the experience of using the High Performance Compute facility as painless as possible for users, so that they can concentrate on research rather than computing. We will continue to fund the upgrade and increase in power of the HPC, taking advantage of the increase in computing power, and using the opportunity to minimise our environmental footprint. We will consider how to create a Virtual Research Environment, building on the work done by JISC and others.

4.4 SUPPORT FOR FACULTY STAFF The new faculty structure will create particular challenges for CiCS, both in information provision and in technology support. We will ensure that the reporting needs of less frequent users of our core systems, and those who must report on many different areas, are met within a single user interface. Work is already under way to ensure that reporting is at an appropriate level for faculty use. We will also seek to move appropriate functionality for systems to the portal, so that much of the work of the faculty can be done from a single point. Collaboration tools will become increasingly important, and CiCS' role here will be to ensure interoperability between systems, and to optimise their use.

4.5 SUPPORT FOR PROFESSIONAL SERVICES STAFF As well as core operational systems such as SAP, CIS and so on, collaboration tools play an increasingly important role in the work of Professional services staff. We will press forward with integration of those tools already in place so that tasks and processes can be streamlined from end-to-end, and so that best use is made of the technology. While professional services staff will continue to use a variety of systems in the course of their work, we will, as for faculty staff, try to minimise the differences between systems, by providing common functionality through the portal.


4.6 INDICATIVE ACTIVITY

The following provides an outline of the principal technical activities which we would envisage undertaking during the implementation phase:

4.6.1 Infrastructure Developments PHYSICAL ESTATE

We will build on the work already done in our data centres to ensure full resilience for mission-critical and high importance systems in the event of a disaster affecting one of the centres. We will monitor regional and national shared data centre initiatives with a view to the establishment of an off-site third data centre to be used for archive and/or HPC computing. In conjunction with Estates, we will pursue measures to reduce energy usage where practicable and affordable.

BACKUP STRATEGY

We will conduct a complete review of the way backup and archiving of computer data is managed, in order to serve better the current and future needs of the University, to reduce the burden on operational staff within CiCS, and to meet regulatory requirements.

STORAGE

We will continue to centralise storage provision both for corporate systems and for departmental and research needs. Increasing requirements for large scale data storage mean that we will have to participate in regional and national initiatives for shared data storage.

GENERAL PURPOSE FILESTORE AND PRINTING.

We will conduct a review to establish how we can build on the investment already made in centralised storage in order to provide a more streamlined and cost-effective service.

UNIX

• Rationalise the server estate by consolidation of multiple services on to fewer computers. • Phase out older releases of Solaris as and when possible subject to application

requirements.

DATABASE

• Continue to use and upgrade Oracle as the database of preference for all corporate applications.

• Accept the use of mySql, SQL Server for point solutions.

NETWORK

• Increase core resilience by building on work done with dual data centres. • Collapse back aggregation centres into data centres where resilience features are already

available. • Current aggregation centres to be passive, supported by UPS for telephone functions and

dual physically separate network feeds.


• Increase building resilience as and when feasible and affordable. • Institute a program of replacement of edge switches.

TELEPHONY

• Build on the installation of the IP based switches to provide new and enhanced functionality such as converged voice/voicemail/email etc.

4.6.2 Service developments SEARCH

• Use collaborative systems such as the newly purchased clearspace product to increase our ability to find expertise within the University community.

• Increase our ability to extract knowledge from data by making use of the facilities provided by existing technologies such as the Cognos reporting tools.

PORTAL

• Make more applications and information available. • Upgrade Portal to take advantage of portlet standards. • Increase integration of portal with applications, through use of channels. • Make portal, or channels within portal visible and usable on other devices where

appropriate. • Move desktop applications currently on the managed service to the portal. • Review current portal technology.

SAP

• Continue integration work and making data available for use by non-SAP users. • Undertake necessary SAP upgrades. • Evaluate new developments to determine whether SAP should be used. • Work on improving user interface where practicable and cost-effective.

CIS

• Move away from Forms applications to Java. • Convert forms 6 applications to forms 10. • Support simple developments in PHP in order to decrease time to deployment. • Conduct second review of CIS systems.

REPORTING/MANAGEMENT INFORMATION

• Make increasing use of the the Cognos toolset to deliver a greater degree of integration in reporting.

• At faculty level, enable reporting on all data through a single interface. • Divert resources to this function in order to improve the level of support for management

information although this may mean decreased resource elsewhere.

VLE

• Build more resilient service to reflect increasing in strategic importance. • Increase capability and space. • Consider replacement/review in 2010.

COLLABORATION


• Deploy recently purchased Clearspace product as widely as possible for all University communities.

• Deploy next generation mail and calendaring product. • Complete and evaluate Document Management system pilots now under way. • Conduct a review of mail services for students, in order to compare value for money of our

in-house service with services provided by commercial suppliers.

RESEARCH COMPUTING

• Continue funding of HPC £75k pa. • Replace every 4 years. • Encourage centralisation of HPC installations across University. • Increase support from CiCS, within available resources.

DESKTOPS

• Move to provision of applications over web - to all devices running modern web browser. • Replace PCs in open-access areas with thin client devices. • Encourage the use of thin client devices elsewhere.

5. SUMMARY

This strategy aims to increase our focus on providing innovative services to our customers, to build a reliable and resilient technical infrastructure which is both cost-effective and sustainable, and to keep environmental costs to a minimum.


1. PURPOSE

As part of its overall purpose to support the University’s mission and strategic objectives, CiCS aims to play its part in achieving the University’s aspiration ‘to ensure that the highest standards of excellence are maintained within the student learning experience’ (University LTA Strategy).

More specifically: CiCS will seek to play a 'catalytic' role to enable the University to provide the best

possible learning experience for its students by encouraging and supporting the effective use of technology and space.

The University has articulated its vision to be a world leading University that produces distinctive graduates. The purpose of this document therefore is to align those CiCS objectives that affect the student experience with those of the University; and to support and influence the policies, processes and strategies elsewhere that also seek to contribute to this aim.

2. CONTEXT

CiCS has always played its role in support of learning and teaching at this University, mainly through the delivery of technology and spaces. However, the context in which these are delivered has changed quite significantly over the last few years. New collaborative and interactive technologies have emerged and have become the dominant model for many forms of interaction, and alongside these there have been similar developments in the thinking about how learning spaces work and teaching might be delivered. The Information Commons being a ‘concrete’ example.

In light of this, and so as to provide direction and impetus to the work of CiCS in this area, this current document describes a framework to be used to develop the support for learning and teaching provided by CiCS. In doing so it describes areas of work and roles that are also in the domain of other departments within the professional services as well as academic colleagues and formal processes of the University.

The intention is not to suggest that CiCS is the only or dominant contribution in any of the areas mentioned (although it may be in some), but more to map out the areas in which CiCS currently makes a contribution and where this should be increased or otherwise developed. In this way it hoped that this document will also facilitate collaboration and alignment with other departments working in this area.

3. OBJECTIVES

In order to help the University provide the best possible learning experience for its students, CiCS will:

CiCS

LEARNING & TEACHING STRATEGY 2008 – 2013


• provide innovative yet robust infrastructure and systems that will deliver ‘high quality learning and information resources in a variety of formats’

• maximise learning and teaching space utilisation while providing flexibility and the scope for innovation

• provide and manage high quality functional learning and teaching spaces that meet current and future needs

• evaluate and deploy new technologies that enable and facilitate collaboration both amongst students, and between staff and students

• ensure that CiCS services support existing teaching methods, and enable those that are emerging

• seek greater involvement and collaboration with the University’s learning and teaching community

• provide support for the development of students’ skills in the use of information and computing technology

• support the University assessment processes through the provision of technology and physical space

4. IMPLEMENTATION

The overall strategy will be to provide technology, physical spaces and support to ensure that students have the highest standard learning experience in our research-led learning environment. We will manage the use of our learning and teaching spaces ensuring that we maximise usage and develop them in flexible and innovative ways. This development will be in collaboration with others working in the same area, and informed by wide consultation within the University and best practice across the sector and beyond.

4.1 TECHNOLOGY: Provide and develop ubiquitous, reliable and appropriate ICT infrastructure and systems.

• Investigate and deploy innovative, flexible and robust technology that supports both existing and emerging teaching methods.

• Retain flexibility to respond to innovations and changes whether driven from within the University or elsewhere.

• Aim to deliver access to all services via the portal. • Deliver academic applications for teaching and self-directed learning via a centrally

managed service. Aim to make these applications available on staff and students’ own computers via the portal.

• Provide systems to manage access to licensed electronic library resources and services through the portal.

• Provide and manage the University VLE system (currently Vista WebCT) and work closely with others to develop its functionality.

• Implement and promote systems that facilitate collaboration and the sharing of resources (includes blogs and wikis, media hosting service).

• Provide flexible and robust room, course and exam timetabling systems. • Provide secure systems for storing, presenting and managing student information

(including student admission, registration, academic records, module choice, regulations, assessments). Use information from these systems to drive and control access to and use of other systems.

• Provide support for access to the on-line plagiarism checking service.


• Deliver systems to support the electronic submission and assessment of student work.

Support the use of students’ own computers to access information, learning and teaching materials.

• Provide and support University network infrastructure to University owned student residences.

• Increase the range of services available (e.g. via the portal) to students’ own computers.

• Extend the availability of services to portable devices.

4.2 PHYSICAL SPACES: Provide high quality, functional learning and teaching spaces and ensure the maintenance and development of these spaces.

• Manage the use of teaching spaces to maximise utilisation whilst still providing flexibility. Promote and develop the flexible use of space to ensure maximum use.

• Develop and promote spaces that support and encourage the adoption of innovative technologies, different learning styles and emerging teaching methods.

• Specifically develop and promote the Information Commons and its vision so that it continues to lead the way in the delivery of innovative learning and teaching spaces.

• Seek to provide a range of different types of spaces to suit different needs. • Improve the quality of spaces through a rolling programme of physical works • Ensure the best possible support for different accessibility needs • Provide high quality IT and AV equipment in all spaces • Monitor all spaces to understand how they are used, investigate best practice

elsewhere, and actively promote services where underused • Provide training for teaching staff in use of rooms and their technology • Maintain the use of the Drama Studio as a learning space through appropriate

development and refurbishment. • Support the use of IT room as exam facilities for those with additional support

needs.

4.3 SUPPORT: Become trusted partners alongside academic and other professional staff in supporting the use of spaces and technology for learning, teaching and assessment.

• Be fully engaged with the University’s learning and teaching community through involvement in its committees, groups, and capital projects.

• Contribute to University wide initiatives and projects. Involve others in CiCS led projects.

• Support academic departments and faculties in implementing their own learning and teaching strategies.

• Using the Information Commons as a collaborative starting point, develop improved support for students as learners in their use of information and technology.

• Work closely with colleagues in CILASS to provide ongoing support for the technologies and spaces they deliver. Aim to embed the support for these within CiCS at the end of the funding period.


• Develop the capacity, both within CiCS and by working collaboratively with other professional services, to support the innovative use of technologies and spaces to deliver different methods of teaching.

Enable students to develop their own use of technology to support both their learning as well as their development of skills for life:

• involve students on projects that directly affect their own use of technology for learning and teaching, and on other CiCS projects that will deliver services in this area

• provide services (such as access to ECDL for basic skills) that facilitate the development of ICT skills

• ensure that our systems and services are accessible to all users and provide good information on how we support different accessibility needs

5. ALIGNMENT

The objectives in this document attempt to align CiCS strategy with objectives contained in the University’s Corporate Plan (Our Shared Vision) and the University Learning, Teaching and Assessment Strategy. It is also in line with the University Information Strategy and other CiCS planning documents.

It is recognised that CiCS makes its contribution to University processes in these areas by working in partnership with the faculties, departments and other professional services. The document will be discussed with colleagues in these areas and reviewed regularly to ensure that CiCS continues to support the University’s vision for the student learning experience.

CiCS Programme – Objectives: Page 1 of 1

CiCS Programme Definition 2009 CiCS Objectives 2008/2009

1 Departmental Objectives The following outlines the objectives of CiCS to meet the needs of the University community:

1. To be a customer focused department and improve our ratings in the student and staff satisfaction surveys.

2. To improve internal communication so that all staff have a clear understanding of how they contribute to the department’s objectives.

3. To provide an improved experience for students by providing high quality learning and teaching spaces, access to systems and services which are tailored to their needs and staff support.

4. To provide an ICT infrastructure to support the University’s research strategy.

5. To provide robust and reliable systems and infrastructure to support a 24/7 operation.

6. To achieve the highest possible quality of service delivery to the University within the resources available, implementing best practice to ensure value for money and customer satisfaction.

7. To manage effectively major developments and changes in services through a coherent departmental programme of projects, involving key stakeholders throughout.

8. To work together as a department to help the University to achieve Our Shared Vision.

2 Section Objectives In addition to the departmental objectives above, each section defines its own objectives, accessible from the following links:

Business Services Objectives 2008/09 at http://cics.dept.shef.ac.uk/objectives/bs-obj-08.pdf

Customer Services Objectives 2008/09 at http://cics.dept.shef.ac.uk/objectives/cs-obj-08.pdf

Technical Services Objectives 2008/09 at http://cics.dept.shef.ac.uk/objectives/ts-obj-08.pdf

http://cics.dept.shef.ac.uk/objectives/bs-obj-08.pdf

http://cics.dept.shef.ac.uk/objectives/cs-obj-08.pdf

http://cics.dept.shef.ac.uk/objectives/ts-obj-08.pdf

27-Mar-09 CiCS Programme – Programme Plan: Page 1 of 3

CiCS Programme Definition 2009 Programme Plan Defining the portfolio of projects, including inter-dependencies and scheduling.

NB This is a dynamic section of the Programme Definition which is updated throughout the year.

1 Projects Statuses: Accepted, Starting, Live, On Hold, Closing

Project Status Purpose Manager Sponsor Customer Application Group/s

Abode2 Housing System Starting To modernise the existing Abode private sector housing system, and to investigate and if appropriate implement an expansion of the system.

Andrew Stainforth

Student

Business Intelligence Live To procure web-based Business Intelligence (BI) software and to implement the chosen system as an upgrade of the current Sheffield Web Reports system and to evaluate OLAP reporting software to replace Applix.

Anne Rodgers Claire Baines Jo Marriot, Vina Khan, Phillip Russell-Lacey

Strategic Mgt

Computer Asset Register Starting To set up a central register of computing equipment owned and used by the University.

Grazyna Whalley

Kath Winter John McAuley ~

Document Management Implementation

Live To roll out the EDRMS system acquired through the EDRMS project.

Simon Geller Chris Sexton Claire Baines, Jackie Gresham

Portal, Strategic Mgt, Student

eRecruitment Live To implement SAP eRecruitment with attendant organisational process changes.

Chris Attwell Andy Dodman HR

Innovative Communications

Live Blogs, wikis and other ‘Web 2.0’ tools are very useful for learning and teaching and research as well as administrative and general use. This project will investigate the University’s requirements and implement a solution.

Chris Attwell Jackie Gresham & Dave Speake

Mike Holcombe & Alistair Warren

All

International Institutions Database

Starting To further the Internationalisation Project through the provision of a central database containing information relating to international institutions.

Darren Stevens Strategic Mgt

Management Information Live To provide effective access to faculty centred data for senior management in the first instance, and to then extend this to a more general solution.

Andrew Russell Claire Baines Claire Baines Strategic Mgt

Media Hosting Project Live To provide a centralised hosting service for streaming media, with a searchable catalogue.

Ken Grace Dave Speake, Jackie Gresham

Stephen Beck ~

Microsoft Office 2007 Upgrade

Live To upgrade staff and student Windows PCs from MS Office 2003 to MS Office 2007, affecting both managed and unmanaged staff machines.

Darren Stevens Chris Sexton John McAuley ~



Network Resilience Improvement

Live To reconfigure and upgrade the core network infrastructure in order to improve resilience and simplify maintenance.

Claire Coleman Chris Sexton Dave Speake ~

Next Generation Email & Calendaring

Starting Investigate and if appropriate implement the Zimbra mail/calendaring solution for certain sections of the University population.

Simon Geller Chris Sexton John McAuley Portal, Strategic Mgt, Student

Pay on the Day Parking Live To investigate the options and then implement ‘Pay on the Day’ car parking, in order to encourage the use of alternative modes of transport.

Mark Morley Kath Winter Neil Pepper ~

Print Submission and Ordering System

Starting To facilitate the most effective usage of print facilities and allow automatic submission of print jobs for print service.

Chris Sexton Kath Winter ~

Regulations Management System

Live To put in place a system to support the Regulations Process Review.

Roddy Flynn Paul White Liz Hall, Jackie Gresham

Student

Risk Management System Approved To buy or develop software that can help support the management of risks at corporate, faculty/operating, and departmental level.

Chris Willis Strategic Mgt

Scanning Solution Live To provide a scanning solution that will integrate with Livelink, SAP and other University Systems.

Peter Armstrong Chris Sexton Finance, HR, Student, Strategic Mgt

Student Learning Community2.0

Live This is a SeeChange project: it is not within the CiCS Programme, but is included here as it is linked. It aims to develop partnerships between CiCS, students and departments to encourage the use of web2.0 tools in student learning and research; beyond the classroom and outside the formal structure.

Patrice Panella ~

Student Timetables Live To use Facility timetable teaching with attendance, so students would have timetables, and departments could plan better.

Zahir Chaudhary Paul White [Student Services, Acad Depts, CiCS]

Student

University Collaboration Improvement Programme

Live This is a Programme which manages collaboration aspects of some projects and benefits realisation of these plus other systems. The aim is to ensure that the benefits that improved collaboration can bring to the University are realised.

Tim Snow (Programme Manager)

Bob Rabone (Chair)

~ ~


2 Projects closed this year


CRM Enhancing the Student Journey

Closed To further develop the IT systems to manage communications and relationships with students from being prospective students to being alumni, and to ensure the University has a single view of its student customer.

Darren Stevens Paul White Jayne White, Helen Grindley & Miles Stevenson

Student

ID Task Name OtherProgrammes

Start Finish

1 Abode2 Housing System 05/01/2009 30/06/20092 Preparation 05/01/2009 31/03/20093 System design & build 01/04/2009 30/06/20094 Business Intelligence 18/09/2006 30/06/20095 Review 18/09/2006 22/12/20066 Central Support for Reporting 02/01/2007 30/06/20087 Core System development 01/04/2008 29/08/20088 Cube development 03/09/2008 30/06/20099 Computer Asset Register 01/12/2008 01/06/200910 Implementation 01/12/2008 01/06/200911 CRM Enhancing the Student Journey SeeChange 01/02/2008 27/02/200914 Document Management Implementation UCIP 01/06/2006 14/10/200915 Prep 01/06/2006 24/12/200716 Initial Pilots 02/01/2008 30/06/200817 Further prep 01/07/2008 13/01/200918 Live pilots 14/01/2009 14/10/200919 Rollout 13/07/2009 14/10/200920 eRecruitment 03/12/2007 26/02/201021 Review 03/12/2007 31/03/200822 Realisation 01/04/2008 13/02/200923 User Testing & Pilot Prep 16/02/2009 30/04/200924 Pilot Go-Live 01/05/2009 28/08/200925 Prep for full rollout 01/09/2009 13/11/200926 Full Rollout & Support 16/11/2009 26/02/201027 Innovative Communications UCIP 16/11/2007 29/05/200928 Initial Review 16/11/2007 31/03/200829 Software Evaluation & Selection 01/04/2008 30/09/200830 Implementation 01/10/2008 24/12/200831 Pilots 05/01/2009 15/04/200932 Full system 16/04/2009 29/05/200933 International Institutions Database 01/04/2009 02/04/200934 Design 01/04/2009 01/04/200935 Implementation 02/04/2009 02/04/200936 Management Information 01/04/2008 24/12/200937 Develop initial system 01/04/2008 29/08/200838 Roll out initial system 01/09/2008 30/09/200839 Phase 2 01/10/2008 24/12/200940 Media Hosting Project 18/12/2008 11/06/200941 Specification & Evaluation 18/12/2008 17/04/200942 Implementation 20/04/2009 11/06/200943 Microsoft Office 2007 Upgrade 01/07/2008 27/02/2009

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunQtr 1, 2009 Qtr 2, 2009 Qtr 3, 2009 Qtr 4, 2009 Qtr 1, 2010 Qtr 2, 2010

CiCS Programme Definition 2009Programme Plan ScheduleNB Timescales are tentative for projects that have not yet started, and for future phases of some projects still in their early stages.

27/03/2009 CiCS Programme - Programme Plan Schedule: Page 1 of 2

ID Task Name OtherProgrammes

Start Finish

46 Network Resilience Improvement 01/10/2008 24/12/200947 Preparation 01/10/2008 27/02/200948 Implementation 02/03/2009 24/12/200949 Next Generation Email & Calendaring 01/10/2008 26/02/201050 Specification 01/10/2008 26/03/200951 Implementation 27/03/2009 17/09/200952 Pilots & Rollout 18/09/2009 26/02/201053 Pay on The Day Parking 15/12/2008 28/08/200954 Review & Specification 15/12/2008 13/03/200955 Implementation 16/03/2009 28/08/200956 Print Audit and Submission Software 01/04/2009 03/04/200957 Evaluation 01/04/2009 01/04/200958 Implementation 02/04/2009 02/04/200959 Initial Rollout 03/04/2009 03/04/200960 Regulations Management System 03/03/2008 14/10/200961 Review & Specification 03/03/2008 24/04/200962 Implementation 27/04/2009 14/10/200963 Risk Management System 01/04/2009 02/04/200964 Review 01/04/2009 01/04/200965 Implementation 02/04/2009 02/04/200966 Scanning Solution 01/10/2008 15/12/200967 Specification 01/10/2008 30/04/200968 Selection 01/05/2009 29/06/200969 Implementation 30/06/2009 15/12/200970 Student Timetables 01/02/2008 24/12/200971 Technical & Data link 01/02/2008 30/01/200972 Pilot 02/02/2009 29/05/200973 Review and plan rollout 01/06/2009 15/09/200974 Initial Rollout 16/09/2009 24/12/200975 Post-Implementation Reviews 05/01/2009 05/01/2009

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May JunQtr 1, 2009 Qtr 2, 2009 Qtr 3, 2009 Qtr 4, 2009 Qtr 1, 2010 Qtr 2, 2010

CiCS Programme Definition 2009Programme Plan ScheduleNB Timescales are tentative for projects that have not yet started, and for future phases of some projects still in their early stages.

27/03/2009 CiCS Programme - Programme Plan Schedule: Page 2 of 2

17-Mar-09 CiCS Programme – Benefit Profiles: Page 1 of 5

CiCS Programme Definition 2009 Benefit Profiles Defining the desired Programme Benefits, including which projects will contribute to them, when and who is responsible for delivery. This will include non-CiCS benefits, where appropriate.

NB This is only for projects - it does not include the broad range of benefits generated by CiCS’ non-project activities. This is a dynamic section of the Programme Definition which is updated throughout the year.

The ‘Responsibility’ column indicates who is responsible for ensuring benefits are gained from the project deliverables, eg who ensures software is used fully.

The à symbol in ‘When Benefits Start’ indicates that further phases in the project will increase benefits.

Benefit Comments Projects Delivering When Benefits Start Responsibility

Academic Improved support to research

Document Management Rollout 2009 Academic Faculties & Depts Research Office CiCS

Innovative Communications Feb ’09 à CiCS Academic Faculties & Depts

International Institutions Database 2009 SRAM Research Office

Improved support to learning and teaching

Document Management Rollout 2009 Academic Faculties & Depts CiCS

Innovative Communications Feb ’09 à LeTS Academic Faculties & Depts

Media Hosting 2009 LeTS CiCS

Next Generation Email & Calendaring 2009 CiCS Student Services

Student Learning Community2.0 2009 Students


CiCS Student Timetables Oct ‘09 Academic Faculties &

Depts CiCS

Processes & Administration More efficient business processes

Including self-service, timeliness of delivery and environmental improvements

Business Intelligence Summer ’07 à CiCS Finance

Computer Asset Register 2009 CiCS Academic Faculties & Depts Professional Services Depts

CRM Enhancing the Student Journey 2009 Student Admissions Academic Faculties & Depts

Document Management Rollout 2009 CiCS Support Depts

eRecruitment May ’09 à HR Management Information Sep ’08 à CPO

Innovative Communications Feb ’09 à CiCS International Institutions Database 2009 SRAM

Next Generation Email & Calendaring 2009 CiCS Academic Faculties & Depts Professional Services Depts

Pay on the Day Parking Sep ‘09 Estates Parking Services

Regulations Management System ?? Student Services Academic Faculties & Depts

Scanning Solution 2009 CiCS Academic & Support Depts

Student Timetables Oct ‘09 Academic Faculties & Depts


CiCS

Improved data quality and reduced duplication of information

Cutting out duplication cuts the workload from multiple-entry, and itself increases data quality by ensuring any data update applies universally.

CRM Enhancing the Student Journey 2009 Student Admissions Academic Faculties & Depts

Document Management Rollout

2009 CiCS Academic Faculties & Depts Professional Services Depts

eRecruitment May ’09 à HR International Institutions Database 2009 SRAM

Academic Faculties & Depts



Scanning Solution 2009 CiCS Academic Faculties & Depts Professional Services Depts

Student Timetables Oct ‘09 Academic Faculties & Depts CiCS

Improved compliance with regulatory framework

Better long term planning Business Intelligence Summer ’07 à CiCS Finance

Management Information Sep ’08 à CPO Academic Faculties & Depts Professional Services Depts

Risk Management System 2009 CPO


Central systems keeping aligned with business changes.

Upgrading of systems. Much of this is handled operationally, not through projects.


Document Management Rollout 2009 CiCS Academic Faculties & Depts Professional Services Depts


Direct Cost Savings Print Audit and Submission Software 2009 CiCS

Outreach Improved access to information & systems

Web delivery of centralised systems is a key element here.


Document Management Rollout 2009 CiCS Professional Services Depts Academic Faculties & Depts

Media Hosting 2009 LeTS CiCS


Scanning Solution 2009 CiCS Improved CiCS user support

Document Management Rollout 2009 CiCS Student Learning Community2.0 2009 CiCS

Improved relationships with external bodies and individuals

eRecruitment May ’09 à HR

Improved Student Recruitment

CRM Enhancing the Student Journey ? Student Admissions Academic Faculties & Depts

Student Learning Community2.0 2009 Students


SRAM

Technical Improved resilience Improved disaster resistance and business

continuity provision. For software, centralising systems enables reliable full backups.

Document Management Rollout [Less reliance on paper à better backup]

2009 CiCS User depts

Network Resilience Improvement 2009 CiCS

Scanning Solution [Less reliance on paper à better backup]

2009 CiCS

Improved system security Systems better shielded from attack, and more robust under attack.

Document Management Rollout [Paper forms are insecure]

2009 CiCS User depts

Improved network speed, dependability, range, connectivity and mobility

Network Resilience Improvement 2009 CiCS

Central systems keeping pace with technological change

Obsolescent and narrow systems are difficult to maintain and block the provision of new and integrated services. These may be ‘enabling’ projects on which others rely.

Innovative Communications Feb ’09 à CiCS Media Hosting 2009 CiCS MS Office 2007 Upgrade Sept ’08 à CiCS

CiCS Programme – Stakeholders: Page 1 of 3

CiCS Programme Definition 2009 Stakeholder Map and Communications Defining who the main programme stakeholders are and how the programme establishes and maintains communication flows with them.

1 Stakeholders Stakeholder Interest Programme Actions University Executive Board (UEB)

Achievement of corporate objectives.

Ensure changes in corporate objectives or strategy are reflected in the CiCS Programme. Ensure key programme deliverables and benefits are well understood. Ensure highly visible and high prestige services are handled sensitively.

Registrar and Secretary

Effective administration, strategic balance

Ensure involved in key decisions and issue management. Ask to sponsor certain strategic projects. Keep well informed.

Pro-Vice Chancellors

Achievement of faculty and strategic objectives

Ensure involved in key decisions and issue management. Ask to sponsor certain strategic projects. Keep well informed.

Director of Finance

Effective administration, financial probity

Ask to sponsor certain strategic projects. Keep well informed.

Professional Services

Achievement of departmental objectives Effective IT systems & support

Have representatives in relevant Project Groups. Involve in specification, testing and rollout of products and services. Ensure involved in and supportive of business process analysis and improvement where these are necessary to maximise benefits.

Academic Faculties & Departments

Support for research and teaching. Efficient administration Effective IT systems & support

Have representatives in relevant Project Groups. Involve in specification, testing and rollout of products and services. Vigorously publicise proposals, invite input and promote deliverables, as Project Group representatives can only be token.

Staff Good working environment Efficient administration

Ensure support and training in place for new services. Invite input and promote benefits

CiCS Management

Achievement of departmental objectives Development and management of departmental Programme.

Director of CiCS is Programme Director. Co-ordinate Operational Plan with Programme Plan. Provide reports, and administrative support for Programme. Monthly Programme Board meetings. Annual Programme upgrade.

CiCS Staff Job satisfaction Career development Job security

Projects’ Lessons Learned Reports address staff development and concerns. Invite input and promote benefits

Students Support for learning and research.

Have student representatives on Project Groups where appropriate, and/or ensure the Student Union is consulted.


Efficient administration Vigorously promote new services. Develop comprehensive web deployment of information and administrative functions. Invite input and promote benefits

Applicants Good information. Efficient administration

Develop comprehensive web deployment of information and administrative functions.

Alumni Networking, nostalgia. Ensure systems in place to provide communication and proactively involve alumni.

Research sponsors

Comprehensive information Efficient administration

Ensure good communication via Research Office

Government bodies - HEFCE, SLC, Inland Revenue etc

Compliance with directives Good data flows

Ensure good communication channels within CiCS and from CiCS to external bodies. Ensure other professional services departments keep CiCS aware of statutory and other strategic changes.

Also see SLA Stakeholders on the web at www.shef.ac.uk/sla/services/information/cics/stakeholders.php for a map of stakeholders in CiCS services.

2 Communications Strategy 2.1 Communication Channels University Executive Board: meets regularly. Member of CiCS Executive attends twice yearly.

Admin Team: meets regularly. Has an overview of the Programme and if necessary manages conflicts between Application Groups.

Application Groups: meet as needed but at least quarterly. Include stakeholders for their area. Commission and receive proposals and reports from relevant projects and areas of work.

Programme Board: meets monthly. Includes CiCS Executive & Programme Manager. Receives report from each project and benefits stream, and Programme documents as appropriate.

Project Boards: meet as needed, perhaps once a month on average. Include project stakeholders. Initiate, receive, modify and approve key project documents and reports.

Benefits Streams: meet regularly to manage benefits realisation. Include senior stakeholders and report to the Programme Board.

Intra-project communications: Extensive communication of all types within each project group, involving all key stakeholders in each project.

CiCS Strategic Liaison Service: A formal channel of communication and consultation with our faculty and departmental users.

CiCS Technical Liaison Service: A formal channel of communication and consultation with technical support staff across departments.

CiCS Community Liaison Service: A channel of communication and consultation with any users of CiCS services

Website:

CiCS Projects website: Provides descriptions and monthly news for every live project. Provides information on processes and support for those involved in projects.

CiCS website: Provides documentation and information on software and services and information on CiCS structure, strategy and plans.

University website: Now the central medium for information distribution to the wider public.

http://www.shef.ac.uk/sla/services/information/cics/stakeholders.php


University newsletters: Issued at various intervals. Previously issued by e-mail and hard-copy, now largely over the web.

Press, publicity, marketing: Occasionally used to publicise new initiatives.

Informal ‘networking’: Low staff turnover and high goodwill results in highly effective informal communication networks throughout CiCS, and a network of channels across the University.

Direct external communications: Specific directed communication with external bodies, as appropriate.

Project Manager Forums: Provide updates and a forum for discussion among Project Managers.

2.2 Stakeholder Communications

Stakeholder Channels University Executive Board (UEB)

University Executive Board, Website, Newsletters, Strategic Liaison Service

Registrar and Secretary University Executive Board, Admin Team, Information Division senior management meetings, Intra-project communications, Website, Newsletters, Strategic Liaison Service

Pro-Vice Chancellors University Executive Board, Intra-project communications, Website, Newsletters, Strategic Liaison Service

Director of Finance University Executive Board, Admin Team, Intra-project communications, Website, Newsletters, Strategic Liaison Service

Professional Services Admin Team, Application groups, Project Groups, Intra-project communications, Liaison Service, Website, Newsletters, Informal networking, Strategic and Technical Liaison Service

Academic Faculties & Departments

Admin Team, Application groups, Project Groups, Intra-project communications, Liaison Service, Website, Newsletters, Informal networking, Strategic and Technical Liaison Service

Staff Website, Newsletters, Informal networking, Community Liaison Service

CiCS Management Programme Board meetings, Project Groups, Intra-project communications

CiCS Staff Project Groups, Intra-project communications, Website, CiCS Projects news, Informal networking, Just for CiCS Newsletter, Community Liaison Service

Students Website, Newsletters, Press, publicity & marketing, Community Liaison Service

Applicants Website, Press, publicity & marketing, Community Liaison Service Alumni Website, Press, publicity & marketing, Community Liaison Service Research sponsors Website, Press publicity & marketing Government bodies - HEFCE, SLC, Inland Revenue etc

Website, Direct external communications.

17-Mar-09 CiCS Programme – Risks: Page 1 of 3

CiCS Programme Definition 2009 Risks Defining the Programme-level risks, ie risks that could significantly affect a number of projects or strategic aims and benefits.

NB This is only for projects - it does not include the many risks affecting CiCS’ non-project activities. This is a dynamic section of the Programme Definition which is updated throughout the year.

Live Risks No. Risk Projects Involved Probab

-ility Impact Score

(P*I) Preventative Action [Proposed & Actual]

Contingent Action [Proposed & Actual]

Comments

2 Document Management/Workflow project failure à knock-on effects

Document Management Regulation Management System Scanning Solution

M H H Well controlled direction & management

Introduce a simple workflow system.

3 Failure to meet legal requirement. All projects delivering service [Accessibility laws]

L M L Ensure projects appreciate legal requirements.

Stop-gap measures where possible.

4 Major incident - physical All L H M Business Continuity project Review Programme and re-schedule and re-prioritise projects.

5 Major incident - security à compromise data and systems and divert resource from projects.

All software projects H M H Tight departmental security procedures. Business Continuity project Password Security project Security Compliance Access Mechanism project

Re-schedule projects.

6 Departmental funding shortfall All projects, particularly those involving external spend.

M H H Ensure prioritisation and importance of projects clear and understood. Actively involve stakeholders in funding bidding.

Review Programme and re-schedule and re-prioritise projects.

7 Significant loss of key staff Many projects M M M Ensure good working environment for staff. Try to ensure duplication of skills.

Review affected projects. Urgently train/recruit to fill the gap/s.

Skills audit reveals key areas with little/no cover.

8 Major supplier failure à Direct and indirect affect on projects, as resource and support may be pulled.

Technology/software projects

M

M M Select major, healthy players for new key systems.

Possibly create new project to deal with the issues.

Sun is having problems.


No. Risk Projects Involved Probab -ility

Impact Score (P*I)

Preventative Action [Proposed & Actual]

Contingent Action [Proposed & Actual]

Comments

9 Radical institutional change à funding, priorities, organisational change

All projects M H H ~ Review Programme and re-schedule and re-prioritise projects.

Merger with another institution for instance. Institutional funding a medium/long term concern

10 Step-change in core technology à major unexpected work needed

Technology projects M M M Keep aware of new developments. Aim to be leading but not bleeding edge.

Start new project/s to analyse and implement changes. Review Programme.

12 SAP projects over-extend CiCS resources

All projects requiring Technical Services resource.

L M L Tight control of SAP projects. Prevent project scope creep.

Re-phase project/s to reduce resource load. Reduce projects’ scope.

Jan-09: Only eRecruitment remains as an active project.

16 Complex system interrelations cause unexpected failures

Many projects M M M Consider interdependencies with new systems. Prefer modular systems with clear interfaces.

17 Business Intelligence project fails to deliver

Business Intelligence Management Information

M L L Resource the project and reporting area adequately Replacement Desktop project success will help.

Restrict scope of dependent projects.


Expired Risks No. Risk Projects Involved Happen

ed? Impact Preventative Action

[Proposed & Actual] Contingent Action [Proposed & Actual]

Comments

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