NSI Full PIR and End Stage Report v1 1 F

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National Single Instance Development

POST IMPLEMENTATION REVIEW &

END OF PROJECT REPORT MIGRATION OF ALL CONSORTIA

GO LIVE APRIL 2012 TO OCTOBER 2013

Author: Marie Bryson

Creation Date: 16.09.2013

Last Updated:09.12.2013

Document Ref: NSI Full PIR and End Project Report

Version: 1 1F

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Document Control

Change Record

Date Author Version Change Reference

23/09/13 Marie Bryson 1D New document – consolidating PIR of Phase 1, 2 and 3 & providing full end of project documentation.

25/09/13 Marie Bryson 1 1 D Addition of checked Benefits appendix

25/09/13 Marie Bryson 1 2D Changes made after review by JF

26/09/13 Marie Bryson 1 3D After review by CW

10/10/13 Marie Bryson 1 0 F Change to Governance arrangements for open tasks as discussed with Project Board

09/12/13 Marie Bryson 1 1F Summary of Lessons Learned and documentation of acceptance by DA and NSMG of Open tasks.

Reviewer Distribution Lists

Name Position Robert Mackinnon A

PROJECT BOARD

Simon Belfer Project Sponsor

John Francis Project Assurance

Don Millard Senior Supplier

Robert McKinnon Senior User – Tayside Consortium

David King Senior User – NSS Consortium

Peter Ramsay Senior User – GG&C Consortium

Colin White Technical Lead & Quality Assurance (& A&A Rep)

Willie Duffy Staff Side Representative

Robert Foubister Staff Side Representative

Crystal Power Audit Assurance

NATIONAL PROJECT TEAM

Syd Smith Procurement Lead

Sharon Lang GGC Technical Lead

Graeme Carmichael GGC

Nick Plumb NSSC Technical Lead

3RD PARTY SUPPLIERS/DEPARTMENTS

Jonathan Willat ABSG – Project Manager

William McIntyre AOA – Project Manager

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Name Position

Neil McKenzie NSS BIG – Project Manager

Gordon Oates National Procurement

Distribution

Version Groups Distributed To

V1D Colin White, John Francis, Don Millard, Jonathan Willatt, William McIntyre, Sharon Lang, Nick Plumb, Graeme Carmichael

V1 1D Same as above

V1 2D Same as above

V1 3D Project Board

V1 0F Project Board & Project Team

V1 1F Project Board, Project Team and Website update

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NHS Scotland

National Single Instance Development Project

Contents

1.1 Project Goal.............................................................................................................................................................................................................................................................. 7

1.2 NSI Definition .......................................................................................................................................................................................................................................................... 7

1.3 End Stage Report ..................................................................................................................................................................................................................................................... 9

2. Key Stages – Deliverables.............................................................................................................................................................................................................................. 9

2.1. Project Initiation ............................................................................................................................................................................................................................................. 9

2.2. MTS Specification and Procurement .................................................................................................................................................................................................. 11

2.3. System Support Structure Planning .................................................................................................................................................................................................. 11

2.4. Legacy Service Cleansing ......................................................................................................................................................................................................................... 13

2.5. Solution Design Review and Impact Assessment...................................................................................................................................................................... 14

2.6. Prototype Build & Performance Testing .......................................................................................................................................................................................... 16

2.7. Build of Development Service ............................................................................................................................................................................................................... 17

2.8. Standing Data Preparation Review & Load (Test) .................................................................................................................................................................... 18

2.9. Develop & Test Open Items Migration Process ........................................................................................................................................................................... 19

2.10. Key User Training ..................................................................................................................................................................................................................................... 19

2.11. User Acceptance Testing ...................................................................................................................................................................................................................... 20

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2.12. Live Service Build ..................................................................................................................................................................................................................................... 21

2.13. Live Data Migration ................................................................................................................................................................................................................................. 26

2.14. Endowments Service Migration ........................................................................................................................................................................................................ 27

2.15. Legacy Service Migration ..................................................................................................................................................................................................................... 28

2.16. Post Implementation Review ............................................................................................................................................................................................................ 29

2.17. Project Control & Governance .......................................................................................................................................................................................................... 30

3. Lessons Learned ................................................................................................................................................................................................................................................ 31

4. Risks & Issues ..................................................................................................................................................................................................................................................... 32

5. Project Assurance & Quality Register ................................................................................................................................................................................................... 32

6. Benefits Realisation ......................................................................................................................................................................................................................................... 32

7. New Governance Structure for NSI ........................................................................................................................................................................................................ 32

8. Follow up Actions/Handover ...................................................................................................................................................................................................................... 33

8.1 Undelivered Products ............................................................................................................................................................................................................................................ 34

8.2 Open Risks & Issues .............................................................................................................................................................................................................................................. 36

8.3 Open Benefits Realisation Logs ............................................................................................................................................................................................................................ 38

8.4 Open Quality Logs ................................................................................................................................................................................................................................................. 39

9. End Stage Authorisation ............................................................................................................................................................................................................................... 40

10. Appendix A – End Stage Lessons Learned Log ............................................................................................................................................................................ 41

11. Appendix B – End Stage Risks & Issues Register ...................................................................................................................................................................... 41

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12. Appendix C – End Stage Quality Register ....................................................................................................................................................................................... 42

13. Appendix D – End Stage Benefits Register .................................................................................................................................................................................... 46

14. Appendix E - List of Acronyms .............................................................................................................................................................................................................. 53

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1. Introduction

1.1 Project Goal The goal of the project was to fully migrate the current instances of eFinancials to a National Single Instance, multi-entity service on eFinancials v4.0. The service is now live and in use by all 22 Health Boards in Scotland.

1.2 NSI Definition The agreed definition of a NSI in Configuration 4 (determined for the Single Instance Workshop on 11th May 2007 and agreed by the Directors of Finance, CLWG and SSS Programme) is as follows: The diagram below provides an overview:

In the NSI multi-entity service all 22 Health Boards will be incorporated, sharing a single database and single version of program code. Notably there is one

general ledger within the single instance and a set of sub-ledgers per Health Board. However, the latter does not prevent Boards processing on behalf of others. Standing datasets will be common to all entities. This diagram focuses only on the key system configurable elements to describe Config 4. Other factors to be agreed in the establishment of a NSI are:

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A single technical hosting arrangement is required, A singly-managed application/system support arrangement is required, System performance and delivery infrastructure will require to be assured. Business continuity and disaster recovery will have renewed importance.

Standard reporting will require a common reporting platform – e.g. BOXi and data warehousing Single business processes will require to be developed and agreed for areas where eFinancials requires a system wide configuration setting There is a need to continue the development and roll-out of the new technologies. A key challenge will be maintaining this momentum whilst

undertaking the work required for the migration to the NSI. Endowment services where included in eFinancials may not always follow the strict definition of the NSI, and may instead be “stand alone” services using

the NSI program code and hosting arrangements.

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1.3 End Stage Report The purpose of this report is to provide a fixed point at which acceptance for the project product is confirmed, and to recognise that objectives set out in the

original Project Initiation Document (PID) have been achieved. The objective of this closing process is to; Verify user acceptance of the project products Ensure that the host site is able to support the products when the project is disbanded Review the performance of the project against its baselines Assess any benefits that have already been realised, update the forecast of the remaining benefits, and plan for a review of any unrealised benefits Ensure that provision has been made to address all open issues and risks, with follow-on action recommendations.

Ensure Lessons Learned are recorded and shared The Sponsor, Senior Supplier and Senior Users have the authority within the Project Board to authorise closure of the Project.

2. Key Stages – Deliverables

The Project is managed using PRINCE2 methodology. PRINCE2 is a process-based approach for project management, providing an easily tailor-able, and scale-

able method for the management of all types of projects. Each process is defined with its key inputs and outputs, together with the specific objectives to be achieved and activities to be carried out.

The end report deliverables are listed and measured in terms of delivery below, and any follow up actions are summarised in section #8.

2.1. Project Initiation

During this stage the overall project scope, organisation and planning takes place. Project resources are identified, along with control documentation to be used to manage risks and changes in the project scope.

Key Deliverable Status Comments

Project Initiation Document Delivered The PID was developed and agreed during Phase 1, and thereafter became a live

document throughout the life of the project.

Initial Project Plan

Delivered Each phase of the project had a detailed project plan, supported by local plans.

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Resources identified and provided for

Delivered Work-packages were used to assign tasks to resources and monitor progress, to allow

resource issues to be resolved.

Reporting & Communication Methodology agreed Delivered The reporting and communication was agreed at the outset, and the approach agreed used throughout the lifecycle of the project. However there are lessons to learn in this area.

Project Teams in place Delivered Each Board was asked to create a local project team. This was more difficult for smaller Boards. Work-stream models where also used.

Key Lessons From Stage Lesson Description Recommendation

Formal Project Management Approach - There was a formal process for starting up the project at its outset. Prince 2 was the project methodology chosen, these processes were then used to ensure that the appropriate authorisation to start the project was found, lessons from previous and applicable projects were captured and used and governance levels and roles were defined at an early point.

Having an agreement to use a formal project methodology through the life span of the project ensured a consistent approach.

Continue to ensure that projects of this type follow formal guidelines on set up to ensure appropriate buy in from stakeholders.

Management of Scope – There was no scope creep through-out the Project.

A robust process was in place to create and continuously review the PID to ensure product

delivery in each stage and manage the scope.

The Project Board and Local Project Teams should ensure enough time is set aside at the outset to

create the PID and have it reviewed by all Stakeholders. This helps to define scope accurately from the outset.

Lessons Learned – There was a proactive process of using past lessons to plan and communicate during each stage.

Lessons Learned from previous projects, where the subject matter is relevant, are very useful in planning project activities and approach and if used

effectively can help to avoid project delay. Where the previous Lessons Learned come from within the same function ie in our case Finance & Procurement, it is also a valuable motivational

factor for stakeholders to find that their previous experiences are being reflected and used in the

planning process.

Ensure all projects include capture of lessons learned and recommendations and that these are made available to other projects which are similar.

Project Kick Off - There was a formal project kick off meeting organised, with invites sent to each of

A kick off meeting is an essential starting point for any project to allow sharing of plans, lessons

Continue to ensure the start of a project has a formal kick off meeting, and where possible allow time for

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the local project teams which provided a walk through of the project plan, discussions on lessons learned from previous stages and encouraged relationships between teams to be discussed and formed.

learned and formation of teams early on. It ensures stakeholder buy in from the outset.

team relationships to form before major activities begin.

2.2. MTS Specification and Procurement

This stage involved the creation of a Managed Technical Service Specification. The NSS Procurement Contracts & Vendor Management Team were involved in this process, and ensured that the Specification created met their Framework standards ,ready for the tendering process to begin.


Full agreement by NSS PCVMT of format for

sending out to tender, and adhesion to agreed Framework.

Delivered There was a delay of a couple of months on this overall activity, which caused the plan

to be revised. However successful delivery was achieved to allow Tayside Consortium to go live to plan. See Lessons Learned.

Full agreement by all Consortium Leads of the content of the MTS Specification

Delivered No issues arose from the agreement of the MTS specification, with the full engagement of all consortia.

Full agreement by all Stakeholders to mechanism and timescales for review of Supplier submissions to tender

Delivered No issues arose from the agreement of the process for comparing suppliers’ tenders.

Full agreement by all Stakeholders to MTS

provider, selected through agreed review mechanism.

Delivered Due to the unusual circumstances encountered in this exercise, it was felt necessary to

seek approval for the recommendation of the evaluation committee from the Cabinet Secretary for Health, prior to award of contract.


2.3. System Support Structure Planning

This stage will involve the planning aspect of the process, by which the NSI Systems Support Team were put in place.

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Full agreement by the NSI Project Board, to the planned timescales and process by which a separate group will be established, to take forward this activity.

Delivered There were no issues with the agreement by the Project Board, to either the timescales or process, for establishment of the system support structure group.

Sub-group to design and progress the new staffing structure for the steady-state NSI

Delivered The National Finance Systems Management Group was formed to oversee the agreed matrix management interim approach and this was successfully delivered. In parallel

with this the Host Board process was carried out and delivered to plan

System Support Team in place to support steady

state

Delivered late

but with no operational

impact

As per the comment above, a matrix management solution was put in place from April

2012 to August 2013 against an original handover date of end June 2013. A permanent structure is now in place, with staff having been seconded to the host board on 02/09/13. Formal ‘TUPE’ transfer will take place in February 2014 (see Lessons Learned on this process)

Follow up Actions:

Gaps in the structure after the handover to be filled by the Host Board – Governance

NFSMG


Staff communication • Staff meetings were well received; promoting openness between staff, staff side, HR&OD and operational management and thereby alleviating

anxiety. • Issue follow up – quick and open responses were published as soon as possible after questions were raised, limiting anxiety for stakeholders. • Flow charts helped to stakeholders to visualise a

complicated process

• Use of website for sharing materials, documentation etc. Easy access for all stakeholders. • Newsletters were well received.

Regular/frequent staff meetings with managers and staff side would have alleviated unnecessary staff anxieties. Communications from management meetings

and discussions should be better co-ordinated. Staff would feel that they were all being treated equally i.e. that none were unfairly privy to confidential information. More frequent written communication (in graphical format where appropriate) would

also have assisted in reducing staff stresses

and would have prevented the spread of rumours.

In future, a formal communication plan to be developed for such an exercise and adhered to. As part of that plan, regular and frequent staff meetings are required to ensure that staff feel comfortable with the process and to openly

demonstrate that they are all being dealt with equally/consistently. Also written materials should be issued to staff regularly and frequently throughout to keep staff fully informed of proceedings and to stifle rumours. Materials should be easy to understand and assimilate – graphical, visual presentation of information is best

received. Communications should be made via websites

wherever possible ensuring that all staff have access to information at the same time. Project managers should consider using experienced communications professionals.

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HR input • Once input was secured, HR colleagues were very positive, fully supportive and actively

engaged in the process. • Staff felt comforted by the participation of local HR colleagues. • The HR SubGroup became a highly effective and hard working unit navigating the optimal path through all the challenges of this unique exercise.

Our experience on this project highlights the need for early involvement of HR staff for it had an immediate positive impact when it

came. Considerable effort was wasted trying to secure HR input but it was difficult to shake off a parochial attitude from Boards’ HR Managers. Staff anxiety would have been reduced if the all HR support had been equally engaged in

the process.

The Directors of HR Group to be asked to come up with an agreed protocol for providing HR input to future national shared services exercises possibly using some of the

expertise gained during our exercise. Staff will suffer if HR support is not ‘engaging’ in the process, managers should seek to address such issues as soon as they become apparent.

Job matching expertise

• The matchers were equally sourced from staff and management sides, ensuring that all issues were able to be resolved in session and without delay.

It is useful to have matchers from both staff

and management sides and also from as many of the Boards participating in the exercise. It is also useful to have more matchers

available than is required for a matching session so that a quorum can be readily obtained. Managers should confirm that the matchers offered are able to commit to the exercise and that they can be released from their normal duties when required.

A suitably flexible pool of matchers from both management

and staff sides should be sought, ideally with experience of the type of service involved. Where the exercise is dealing with staff from a number of Boards, as many as these as possible should provide matchers. Organisations offering

matchers should ensure that they are suitably willing to participate and that they can be released from normal duties when required, within reason.

It would have been helpful to have at least

one matcher with experience of the type of jobs/service involved. Also it would have helped if matchers had been provided with a ‘matching pack’/briefing session in advance

helping them to prepare for the day – with formal documentation, checklists, preparation materials etc.

Future exercises should prepare formal documentation for

recording decisions and matching outcomes and for controlling activities on the day. Such packs and any other materials that would allow matchers to be best prepared for a matching session should be made available.

Future exercises to ensure that have at least one matcher with experience of the type of jobs/service in question.

Partnership engagement • There was full partnership engagement throughout the exercise, although some meetings

were conducted without attendees from staff side. Continuity of engagement was assured by good written communication.

2.4. Legacy Service Cleansing

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During this stage the data migration requirements were reviewed. Data needed to be thoroughly cleansed at an early stage, to allow full review before being migrated to the new system. Each Board was responsible for undertaking legacy service data cleansing, with guidance and support provided by the NSI Project Team as required.


Standing Data cleansing in existing system carried out

Delivered As planned, any issues uncovered during testing were picked up for live

Transactional Data “purge” in existing system

carried out prior to Open Items Migration Test

Delivered As planned, any issues uncovered during testing were picked up for live


Legacy Cleansing -, the exercise to cleanse data was very successful and ensured that the open items migration was able to run smoothly. Lessons Learned from previous migrations were shared during planning stages.

Cleansing of data for migration is a complex area with many inter dependencies. The cleansing has to be done in a particular order and with the inter dependencies fully understood to ensure a successful outcome.

Sharing of previous lessons on how to approach data cleansing and understanding

on the impact of not carrying out this activity ensured a successful outcome, along with a system team led approach.

Data cleansing should start as early as possible. This should always be fully controlled by a worksteam wide resource such as System Support, and importantly not left for workstreams to complete without collaboration with

each other.

2.5. Solution Design Review and Impact Assessment

This initial stage in Phase 1 created both high and low level designs for the system. This was done through a series of workshops, involving Consortia/Board

specialists, to ensure that standardisation was achieved wherever practical and achievable, within the constraints of the project. All Solution Design documents were approved by Key Stakeholders, in accordance with the agreed project plan.

For Phase 2 and 3 this phase involved providing users with the opportunity to review this, and discuss possible business practice implications.

For interfaces and Version 1, there was also a requirement to make local decisions in support of the National Solution Designs.


Full review of Version 1 designs to ensure Delivered One standard definition for each output was agreed and fully documented. However

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business requirements are met

there were issues throughout with adherence to Solution Design. See Lessons Learned.

Full agreement by all Stakeholders of the protocols for loading all standing data, outstanding items and historical data.

Delivered with Issues

Full agreement was reached to the approach however there were issues with quality arising from duplicate shared codes being created, which in Phase 3 had to be accepted reluctantly by the Boards and an agreement reached to tidy up after go live.

Follow up action: Focus Groups have agreed to take on the work to clear up any duplicates in the system. Governance APFG/O2CFG.

Interface requirements specified and developed

Part Delivered A solution design workshop was held in August 2012, to identify the full list of

interfaces used by all 22 Health Boards. These interfaces where then split into categories, and an approach to the solution design agreed, as shown below ;

1. National Interface- where all Boards used the same source file a National

Interface would be developed/current adopted ie Pecos, SSPS and Pharmacy.

2. Local Interface – would be transferred across as per the current local solution.

There were issues with the sign off of the National Interfaces for SSPS and Pharmacy.

The SSPS interface had a number of areas which were difficult to resource for completion. This was therefore taken out of scope for full migration. The sign off of the full SD was done for Phase 3.

The Pharmacy interface was unable to be signed off as we discovered there was no current national solution due to issues with source system versions etc, and current local interfaces had to be put in place as a short term measure.

Follow Up Action:

Develop a national solution for Pharmacy – Governance S2S

BOXi migration approach and timescales communicated

Delivered After the initial decision reflected in the PID that Boards would migrate on a like for like basis, and therefore bring into the NSI there own Universes and Reports, this was delivered successfully.

Source Systems reviewed and requirement for standing data changes communicated

Delivered All source systems interfaces were fully considered and able to interact with the NSI. See Lessons learned in Phase 1 in particular.


Solution Design Review - A workshop was held for each workstream to discuss the new Solution Designs and any anticipated impact on local

A review of earlier agreed Solution Designs was very helpful in teasing out potential issues and concerns and enabled the Project Team to

Opportunities to communicate with key stakeholders face to face should always be sought and built into the project plan as touch points. This helps build a team approach

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business processes. During this process any risks were highlighted and mitigation discussed and later built into the

Project Risk Register and Plan. This process also uncovered areas where the system setup was not as per the National Solution Designs and therefore changes were able to be built into the plan before UAT commenced.

built the management of these into the plan. It also allowed the Project Team to manage

user expectations and also encouraged direct feedback which at other points was lacking.

across Health Boards and National Teams. In hindsight more of these meetings should have been

arranged to allow direct feedback and discussion of issues and approach.

Where knowledge on a particular area is specialist, it needs to be seen by all teams as a priority to clarify requirements and test

assumptions.

Identify up front areas of specialist knowledge and ensure these are fully documented in advance to allow review and discussion.

2.6. Prototype Build & Performance Testing

A multi-entity Service was modeled to suit the specific requirements of NHS Boards.

The prototype build was similar to the test system build. It was hosted by ABSG and built to mirror the Test Build. The data contained within this build to allow testing, was sample data. ABSG then carried out internal stress and Quality Assurance testing, before formally signing it off as fit for purpose, and handing over to NHSS. NHSS then conducted their own QA testing, ahead of UAT testing by Tayside Consortium, as the first phase of the migration.


Build of prototype system on ABSG Server, by ABSG.

Delivered Delivered to plan

Performance and Volume testing of business processes, carried out by ABSG.

Delivered Assurances given by ABS that previous volume testing would be able to be used.

Quality Assurance testing of v4.03 and Business Objects universe solution by ABSG, as agreed with NHSS.

Delivered QA was initially carried out ABS, followed local testing by NHSS System Team representatives. Full QA testing was carried out, with no critical issues still outstanding when Tayside Consortium started their UAT. This testing did not include the peripheral

products eg Version 1, DbCapture or BOXi as agreed by the Project Board. See Lessons Learned.

V4.03 and Business Objects universe solution of eFinancials, signed off by ABSG as having successfully passed all tests, and being fit for

purpose

Delivered As above – signed off as successful by ABS (did not include peripheral products or Business Objects as agreed by the Project Board).

NHSS System Support Pool carry out Quality Assurance testing of key functionality, using sample data.

Delivered As above – signed off by NHSS

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NHSS System Support Pool sign off QA of v4.03 ahead of UAT by Tayside Consortium.

Delivered Delivered ahead of UAT phase, with no critical issues identified as outstanding.


QA Process - A robust process was put in place to QA the new v4 of eFinancials by experienced System Admin users and ABS Development

Resources This ensured that before the key users were given

access that the new version had no major issues that would have undermined confidence in the product and therefore the project.

The level of planning and contribution of resources from both NHSS and ABS that went into this was significant at an early stage in

the process and encouraged relationships between the project team, system team staff

and ABS to develop and build trust. This also gave the system team members a chance to test the new national solution design in advance of any Board users getting access for testing.

Wherever possible any new developments of this size and complexity should be QA tested by experienced systems staff in advance of the UAT to allow familiarisation and

issue resolution of any major issues.

Stock QA Process - SNBTS service and NDC. are critical users of the Stock functionality however they missed the opportunity to fully volume & functionality test the stock system. Issues were not picked up either during the limited

opportunity for UAT which resulted in issues only

being identified on going live.

We were changing important settings in the system that affected only the business processes of NDC and SNBTS; this should have been fully tested well in advance by those who would be majorly impacted by

this.

Ensure the need for full engagement of any areas where business process is likely to be different than the majority is fully understood and backed by Senior Management.

2.7. Build of Development Service

A test/development system was developed ahead of the live service build. This system was built to mirror the model of what the live system should look like,

and have all technical elements available for testing, as per the agreed technical scope of the Project.


New Test & Development Service built on new

permanent environment.

Delivered Delivered as part of Phase 1 & 2. Local elements then added as part of Phase 3.

Board Access to Development Service Enabled. Delivered All Boards were able to access the Development service in order to carry out UAT.


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UAT Service Build - National Payroll Interface - the new national interface took far longer than planned to have signed off .

The impact was that it was agreed to be out of scope and Boards could opt to test and go live with it if available in time but the “old” interfaces would be made available too.

This was a new development that had not even been built when the project started. The work and resource required to get it live was

underestimated and resulted in it being taken out of scope initially. New developments alongside large migration projects are difficult to resource. Large migration projects require the Project

Manager to be fully sighted on controlling the project, project management resource should

not be assigned to delivery level tasks as these are then likely to fail.

New and complex developments should not be part of the main migration project unless discreet specialist resources can be found to take it forward in parallel. These resources

should not come from the main project teams.

2.8. Standing Data Preparation Review & Load (Test)

Real standing data was to be loaded to the new test/development service, to allow full user acceptance testing of the system. Each board was responsible for providing standard data, in accordance with pre-defined data load formats.


Boards to provide quality checked standing data for upload.

Delivered See Lessons Learned – this process provided a trial run for go live and allowed Boards to test out the migration process and learn lessons before they went live.

All data required for UAT was loaded to allow UAT to commence. Vital lessons were learned on data dependencies to allow go live to proceed with minimal data issues in Phase 2 and 3.

Boards to provide data in accordance with pre-defined data load formats.

Delivered

Boards to ensure that data adheres to National Solution Designs.

Delivered

Boards to provide full set of data, to mirror that required on Live to allow full UAT.

Delivered

Boards to validate data on test system, and ensure lessons are learned for loading to live.

Delivered


Standing Data Upload to Test - Despite the challenges surrounding this activity, all data was ready for UAT to start and the exercise was very useful as a dry run to the forthcoming live data

It is essential for a large migration project to have a dry run of each of the processes required for live and to use this as a lessons learned process.

All future migration projects should ensure dry runs and sharing of lessons learned where activities are then required in a live environment in a short space of time.

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preparation and load task. This provided the lessons learned which made the live activity successful.

2.9. Develop & Test Open Items Migration Process

During this stage the data migration requirements are reviewed. Data was thoroughly cleansed at an early stage to allow full review, before being migrated to the new system. Mapping rules for old data formats to new data formats were also established.


Data extract records, fields and format defined. Delivered See Lessons Learned - Early planning of this activity defined the fields required in order to develop scripts. These scripts were a new development for NHSS, and caused issues throughout the migration and for Phase 2 caused a month’s delay to go live. However

all data was able to be migrated using a mixture of scripts, and manual processes.

Mapping tables provided of old code formats to new formats.

Delivered

Migration scripts tested. Delivered

Data Migration using scripts and mapping tables. Delivered


Open Items Migration Test - Approach – for

Phases 2 & 3 all scripts were successfully tested for each Board before being used in a live environment.

It is essential for a large migration project to

have a dry run of each of the processes required for live and to use this as a lessons learned process.

All future migration projects should ensure dry runs and

sharing of lessons learned where activities are then required in a live environment in a short space of time.

2.10. Key User Training

A training assessment was undertaken to determine the differences in functionality between v3.4 and v4.03 of eFinancials, and any new applications not currently in use. Key users were to be trained on any new business processes utilising this system functionality.


Key users involved in the project trained on the system functionality and new business processes.

Delivered As part of the QA exercise the System Support resources were asked to assess v4 for any training requirements. A crib sheet was provided of changes, however it was agreed that no training sessions would be required.

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2.11. User Acceptance Testing

This stage is where end users confirmed that the re-designed business processes worked with the solution designs as expected. The UAT was carried out on a test environment, which was made available for NHS Boards use.


Test scripts formed and available to allow end users to undertake required system functionality testing (using documentation previously used by A&A and NSS during recent migrations to Config 4, reviewed and amended as necessary)

Delivered Testers were provided with Test Scripts that had been created for the original moves to Config 4. Some of these scripts were outdated, however it was agreed that these were only for guidance, and users should be testing all current business processes, and a number of different scenarios.

User Acceptance testing completed to confirm or otherwise that system functionality meets each of the low-level re-designed business processes

Delivered The Project Team held UAT workshops prior to UAT, to pass on Lessons Learned, and encourage full testing of all current Business Processes by each Board and workstream. UAT was completed to plan by the majority of Boards. Those Boards not completing were made aware of the risks to a successful go live and the Project Board made aware of these risks.

A UAT issues list is recorded and issues progressed/resolved, with only minor issues outstanding at go live.

Delivered A formal approach was taken to the collation of UAT issues, issue resolution and retesting. Any remaining issues were then agreed to be non go live critical. However a few were business critical, with a short timescale after go live to have them resolved. Risks were fully managed by the Project Board and local Project Teams.


UAT Planning, Approach & Engagement – The UAT stages involved creating plans where dependancies were fully understood and activities fully resourced.

All functionality bar the ones listed below were

available for testing as planned.. . National Payroll Interface (contingency in place for UAT) . FPM (contingency in place for go live) . eInvoicing (not able to be tested but agreed not

The process to create detailed plans for each stage as the proximity of the stage approachedwas good methodology. It allowed the Solution Design stage to highlight any

gaps, and for these to be built into the plan.

Areas taken out of scope due to resources etc, were decided on early in the plan, which allowed contingencies to be developed to the same timescales.

The process followed was successful and should be used in future migrations.

A formal and fully co-ordinated approach to Openness and transparacy on issues encountered

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go live critical) . DbCapture for GGC . Grampian BOXi

UAT is necessary to ensure all areas are covered and that all teams are in agreement on how issues will be taken forward.

throughout the Project allow stakeholders and teams to build trust and to gauge and agree impact in terms of go live.

The plan had a review of data dependencies with regard to each interface at a very early stage. However in some cases having this data available was not tied in locally as a predecessor of the UAT. This inevitably

caused delays.

Interfaces are often an area which are left to last. For business critical interfaces however UAT should be carried out at the earliest opportunity to allow more time for resolution and testing before going live.

2.12. Live Service Build

This stage is where the live service was built or in the case of Phase 2 and 3 migrations was added to. All technical elements required for each migration were promoted from test, and data was added ready for go live.


All Boards able to prove connection to live service

in advance of go live.

Delivered All Boards were asked to test connection to NSI Live weeks before go live to ensure no

firewall issues on go live.

Version 1 Definitions copied across to live in

advance of go live.

Delivered with

Issues

See Lessons Learned – all outputs were copied across from test to live. However there

were issues with this throughout, which added pressure to the already busy teams supporting go live. All outputs are now in place.

Follow up Action: See Open Issues

Local Board configuration changes done ready for go live.

Delivered No issues.

National interfaces in place ready for go live. Partial Delivery See section below on interfaces.

Source System update of standing data ready for

go live.

Delivered There were issues with this in Phase 1, however lessons were learned for future stages,

and this went well thereafter.

Standing data loaded ready for go live. Delivered All critical standing data loaded for go live.

Live data sychronisation in place, and all data available for go live.

Delivered A sychronisation process between Live, Development and Board Legacy systems was in place, and worked well with all critical data available.

BOXi Reports changed for new Chart of accounts structure and standing data changes.

Delivered Boards agreed plans to have critical reports available for go live, and then a process was put in place to continue with this exercise through to when these reports were

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required for first time on NSI. There were no reported issues with this process.

The list below is a detailed breakdown of all products available with eFinancials v4 and planned to be in the Scope of the NSI Project;

The status and comments reflect availability and issue status at Project Close, and does not imply that there were no issues on go live, or the intervening period before Project Close.

eFinancial Core & Peripheral Products

Product Purpose Status Comments

General Ledger

Module includes the chart of accounts, the reporting hierarchies, journal and budget input and the treasury function.

Delivered Full functionality available

Accounts

Receivable

Module includes the raising of invoices and receiving payments. Delivered Full functionality available

Accounts Payable

Module allows recording and payments of supplier invoices. Delivered Full functionality available

Purchase Order

Processing

Module allows PO to be raised (or recorded if raised in another procurement system).


Inventory Management

Module allows the tracking of stock within warehouses. Delivered with Issues

Full functionality available Follow Up Action: Although the main system issues have now been resolved, there is still an underlying data issue as a direct result of this problem. The NFST

have issued guidance to Boards on how to correct the data issues. Governance - NFSMG

Paperclip This functionality allows back-up documents (excel, word, txt etc) to be attached and held against certain transaction types within eFinancials and FPM.


Business Objects Thin Client (BOXi)

A Business Intelligence application that allows performance management, reporting, query and analysis on the data held within a set of standard Universes. A solution design workshop will be set up to design a standard

Delivered

Full functionality available for testing

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approach for NHS Scotland and agree timescales for its implementation.

Changed to Out of Scope

Agreed to be out of scope due to complexity and resource required to take this forward at that time. Follow Up Action: To be taken forward as a separate

development project – Governance - Design Authority (various Focus Groups)

FPM Finance Process Manager – Allows users (incl. non eFinancials

users) to send and receive electronic workflow events using an approval matrix and standard forms and fields.

FPM eREQUESTOR ONLY

Changed to

Out of Scope

Agreed to be out of scope due to issues with product readiness.

Follow Up Action: Now live in D&G and A&A HBs. To be rolled out to all other Health Boards. Governance

NFSMG

Version 1 DbForms

This utility is a graphical form designer that allows standard Cedar output to be manipulated to produce high quality business documents directly onto plain paper using laser printers.


Version 1 DbFax

This utility allows the automatically faxing of business documents directly from eFinancials.


Version 1 DbMail

This utility allows the automatically emailing of business documents directly from eFinancials.


Version 1

DbBacs

This application allows the secure electronic transfer of funds that

have been generated from authorised payment proposals processed from within eFinancials.


Version 1 DbWebQ

This application allows the user to view and search for images using query criteria.

Delivered – but access not given locally

Full functionality available however there are no entity level restrictions to data and therefore users were not given access.

Version One – DBArchive

This application stores all Version 1 form inputs and outputs (eg Sales Invoices, POP orders, DbCapture images) on the server ready to be accessed directly through eFinancials or through DBWebQ.


Web Chart of Accounts

This application allows a graphical representation of the different

elements of the Chart of Accounts from a top down perspective. Delivered – but access not

given locally

Full functionality available however there are no entity

level restrictions to data and therefore users were not

given access.

Health Sector

This module allows the maintenance of a FYE budget alongside the current year budget and the automatic rollover of this FYE budget

Partially See Lessons Learned. All functionality bar the year end rollover and indexation routine facilitieswhere

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Budgeting into next year’s baseline budget. Delivered successfully delivered. Follow Up Action; Issue resolution continues to be progressed. Governance: NFSMG

EAnalyser This is a user friendly query tool that allows data to be extracted from the eFinancials database into a spreadsheet like environment

allowing the data to be easily transferred to Microsoft Excel.


Full functionality available however there have been issues with stability of the JBOSS products which

causes these applications to crash at peak periods, requiring a restart of the JBOSS shell – additional memory has been allocated and will be monitored during next peak period (01/10/13).

Follow Up Action: Issue resolution continues to be progressed. Governance: NFSMG

Recurring Billing

Ability to set-up billing schedules for regular amounts, over a regular period for services provided.

Taken out of scope

Not setup on Test or Live as solution design identified not in use. Follow up Action: Follow up review of this facility undertaken to assess benefit – Governance O2CFG.

Auto Bank Reconciliation

This facility allows the loading of a bank file for auto reconciliation, with the transactions processed through the PGO and commercial bank accounts in eFinancials.

Delivered Full functionality available for testing

Recurring Charges

Ability to set-up a schedule of recurring charges for services received.

Partially Delivered

Only set up for use by Dumfries & Galloway as they were using in v3.4.

Follow up Action: Follow up review of this facility

undertaken to assess benefits – Governance APFG.

Auto Invoice Matching

Ability to run a process which automatically compares invoices in the register with PO or GRNIs, and attempts to match within pre-defined tolerances, creating both a batch of matched invoices and a report detailing the reasons for any mis-matches.


Electronic Invoicing (eInvoicing)

This functionality allows invoices to be electronically sent direct from the supplier in xml format, and automatically loaded into the invoice register.

Delivered Late Full functionality available however not delivered at go live.

Requisitioning/Provisio

ning

Allows users to request goods and services that can then be automatically consolidated onto a PO.


Xcel Uploader

This application allows data to be loaded directly from excel templates into certain eFinancials forms.


See Lessons Learned. Full functionality available however this is not currently multi-user compliant causing intermittent locking of the CLINK interface

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tables. There have been issues with fix appliance for this issue. There have also been issues with stability of the JBOSS products which causes these applications to crash at peak periods, requiring a restart of the JBOSS shell – additional memory has been allocated and will be

monitored during next peak period (01/10/13). Follow Up Action: Issue resolution continues to be progressed. Governance: NFSMG

Cedar Workflow events

Ability to create events that get distributed to a user’s workbasket within eFinancials, or alternatively as email notification.


Version One - DbCapture

Capture of invoicing images to populate invoice register. Delivered with Issues

Full functionality available however there are performance issues to be addressed. Follow up Actions: Virtual servers to be increased from 4 to 12 to minimise interruption when errors in the process occur. Governance NFSMG.

Interfaces


National SSPS Interface

Facility to import data from SSPS system into eFinancials, create detailed drilldowns and interrogate using eFin screens and BOXi universe.

Partially Delivered

Taken out of scope in general due to delays in testing. Tayside, Highland NSS and Grampian opted to wait until late May for it.

Contingencies for this interfaces were put in place ie current local interfaces put in place as a short term measure.

The National Payroll Interface is due to go live for all in April 2014.

Follow up Action: Continue to rollout Payroll – Governance NFSMG.

National Pharmacy Interface

Facility to import data from JAC and Ascribe systems into eFinancials, create detailed

drilldowns and interrogate using

eFin screens and BOXi universe.

Taken out of Scope

Agreed at out set of Phase 2 that a national interface would not be developed due to issues with different versions of source systems.

Contingencies for this interfaces were put in place ie current local interfaces put in

place as a short term measure.

Follow up already recorded

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Local Interfaces

A variety of interfaces were required locally.

Delivered Full functionality available.

It should be noted that all of the above modules were deemed to be In Scope of the NSI Project. However in the main this was on a “like for like” basis, i.e. each

Board was implemented where they already had this functionality in their legacy service.

Any Boards wishing to change their business processes, to take on additional modules highlighted in the optional section above, will do so as part of future

development phases, and not the main migration phase.


Live Service - Issues - Despite the positive lesson above regarding QA there were a number of areas) that on go live of the NSI were not fit for

purpose;

NHS Scotland were taking on a version of eFinancials that was being sold as multi-entity compliant and that all peripherals

worked with the new v4. Anticipating issues, NHSS in partnership with ABS, embarked upon QA using a mirrored system by skilled and knowledgeable NHSS systems staff. ABS also put significant resource into QA’ing this new environment. This uncovered a number of issues which were then resolved, however

in the cases of live issues were either not

discovered or not followed up upon to resolution before going live.

This project set a new precedent for both NHSS and ABS in the use of a multi-entity system across 22 legal entities, with multiple workstreams, using varying business practice

and a large user base. It is difficult to see how a different approach would have produced a better outcome. The main recommendation would be for ABS to spend more time and resource on developing their core and peripheral products to fit easily with each other and for all to be fully multi user and multi entity compliant.

Where ABS are aware that a peripheral module needs more

development work and UAT effort to provide a fully working solution, they should make this clear from the outset so that scope can be fully considered and its introduction appropriately built into the Project Plan. NHSS should not be expected to pick up the additional resource and cost

requirements.

2.13. Live Data Migration

This stage is where the actual migration from operating the old system, to processing transactions through the new technological solution, using the new

business processes takes place. All relevant data was extracted out of the old systems, and imported to the new system, once business activities had been closed off on the old system. Before go-live an assessment of readiness, with clearly defined roles and responsibilities, and an appropriate contingency plan were all in place.

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Cut over plans including contingency plans produced by Boards, and communicated to all impacted staff/departments.

Delivered All Boards submitted cut over and contingency plans, and were involved in workshops to agree go live readiness.

Live migration and reconciliation of open items. Delivered There were initial issues with this process for Phase 1, however using the lessons

learned from this phase, future phases migrated smoothly. Live migration and reconciliation of General Ledger, for actuals and budgets.

Delivered

All source systems updated with any standing data changes.

Delivered

Live open item images migrated and attached to transactions within eFin v4.

Partial Delivery The open images were delivered successfully for all bar GGC. This was due initially to firewall issues that took longer than anticipated to resolve locally.

Follow Up Action: Images to be migrated – Governance NFSMG


Live Data Migration - the migration of the open items and standing data was carried out to plan with very few issues for Phases 2 & 3.

It is essential for a large migration project to have a dry run of each of the processes required for live and to use this and previous migrations as a lessons learned process.

All future migration projects should ensure dry runs and sharing of lessons learned where activities are then required in a live environment in a short space of time.

2.14. Endowments Service Migration

This stage involved the migration of standalone Endowment services for Tayside, Forth Valley, Ayrshire & Arran, Lanarkshire and Lothian (with Grampian and GGC having migrated their integrated Endowments services as part of the exchequer migration). For the standalone services this was a technical migration from v3.4 to v4. This was a much smaller exercise than the full exchequer migration with limited Board involvement.


Data migrated successfully from v3.4 to v4 of eFinancials

Delivered All data (including historic data) was migrated successfully to eFinancials v4

Version One outputs available Delivered Available

BOXi reporting available Delivered Available

Boards able to access NSI Endowments Services Delivered Available

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for processing


Endowments data migration - all of the Endowment service migrations went very smoothly in terms of the technical data migration. There were no issues with this process.

Technical migrations of v3.4 to v4 following the main exchequer migration (which ensures core functionality is fit for purpose) is very straightforward and required minimum input

from key users.

Continue to follow same approach for technical migrations where the data is not changing and full transaction history is being brought across.

2.15. Legacy Service Migration

This stage involved the migration of all Legacy services containing data, where that data was no older than 6 years. This was a technical migration from v3.4 to

v4. This was a much smaller exercise than the full exchequer migration with limited Board involvement.


Legacy data migrated successfully from v3.4 to

v4 of eFinancials Delivered All historic data was migrated successfully to eFinancials v4.

Legacy images migrated successfully. Partially Delivered

See Lessons Learned. This area was fraught with problems, with the Tayside migration taking over a year to conclude. The current status is that all migrations are complete (apart from State flat file version), however Boards are asked to confirm this has been successful. There is also an outstanding task to migrate the State Pre Legacy images

from the flat file version to oracle version, which is still in planning.

Follow up Actions:

Main images – Boards to confirm migration successful – Governance NFSMG

State Pre Legacy Images – Plan to be agreed and carried out for migration – Governance NFSMG

BOXi reporting available Delivered Available

Boards able to access NSI Legacy Services for reporting purposes.

Delivered Available


Legacy data migration - all of the legacy service migrations went very smoothly in terms of the technical data migration. There were no issues with this process.

Technical migrations of v3.4 to v4 following the main exchequer migration (which ensures core functionality is fit for purpose) is very straightforward and required minimum input

Continue to follow same approach for technical migrations where the data is not changing and full transaction history is being brought across.

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from key users.

The legacy image migration kept failing for

various reasons including lack of space and the expiration of the oracle account password.

There needed to be more proactive

monitoring and analysis of the process to ensure that it continued to run without falling over and that sufficient space was available to complete the process.

ABS and ATOS should have fully sized the database

requirements and agreed a process for monitoring and resolving issues as soon as they arose.

2.16. Post Implementation Review

This stage is where after an initial settling in period a post go-live review will take place to ensure that the migration has gone as planned and to determine if all of the project activities are complete and ready to move to operational status.


Stage by stage review of deliverables, issues and lessons learned

Delivered Reviewed throughout life-cycle of Project and then formally after each Project Phase, and included in this End Stage Report.

Confirm all relevant project issues have been resolved

Delivered As part of the PIR the Boards review the outstanding issues and agree to formally handover to BAU.


Post Implementation Review - At each stage of

the project issues and lessons learned were being collated and shared as apropriate. A formal PIR process followed each Phase and ensured a process was in place to hand each phase over to BAU.

The PIR stage is an important follow up to

successful migration and ensure that any open issues have a formal route for resolution. Important lessons were collated and shared, and there was transparency of issues that had been encountered.

Continue to ensure a formal PIR stage is included in

projects and that at the final stage there is an End Project Report produced with ensures agreement on open deliverables, risks, issues and quality aspects.

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2.17. Project Control & Governance

The NSI Project will follow Prince2 project methodology. This is demonstrated in the diagram below which shows 4 levels of management;

SSS Programme Board

Project

Management

Team

Directing NSI Project Board

Managing NSI Project Manager

Delivering NSI Project Team &

Local Implementation Teams


Meeting frequency and duration will be determined by the milestones of the Project Plan. This may be as often as weekly, and may be

required with little notice.

Delivered Meetings were held weekly and were well attended.

Communication Plan – see section below Delivered Frequent communications were released according to the Communication plan.

Stakeholder What they need to know i.e. their main interest in the work of the Project

Frequency i.e. how often do they need briefed

Communication Channels Status

NSI Project Board Status of Project

Key decisions required from Board Members

Monthly

Face to face briefing

Project Reports

Risk Register

Delivered

NSI National Project Team NSI Project Board decisions

Status of Project

Detailed task and resource analysis

At key Milestones (after NSI Project Board Meeting)

Monthly Project Reports

Weekly task and resource analysis


Project Reports

Risk & Issues Register

Weekly meetings to discuss Project Plan tasks and resources

Delivered

Status of Local Implementation

Weekly Project Reports


Project Reports

Risk & Issues

Delivered

Local Implementation Teams

Status of Project

Work Packages

Weekly Work Packages

Project Reports

Risk Register

Delivered

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Stakeholder What they need to know i.e. their main interest in the work of the Project

Frequency i.e. how often do they need briefed

Communication Channels Status

Directors of Finance / Senior Managers / Heads of Finance & Service

High level information on the Project

Monthly updates Email

Summary report

Delivered

Area Partnership Forum / SWAG (National Partnership Forum) Staff Side Representative

Best Practice/ New ways of working

Changes to staffing structures as a direct result of NSI Project eg System Support Structure

Throughout

Standing item on NSI Project Board and local Project Team meetings

Update report

e-mail

Delivered


Supplier Engagement - Resolution of issues regarding project activities required a proactive approach to Project Management from 3

rd Party Suppliers to

ensure that NHSS were able to meet the deadlines of each stage of the Project plan. In the majority of occasions this worked very well with weekly Project Team Meetings well attended.

Planned and formal Project Team Meetings involving Supplier Project Managers are essential to keep the project on track and ensure all Team members understand the inter-dependencies of different workstreams and work package .

Continue to ensure all Suppliers have a Project Manager who proactively reviews the Project Plan for work required by their resources and liaises with other supplier parties to ensure a successful outcome. This should be discussed at the outset and documented in the PID.

Stakeholder Engagement Strong project sponsorship at the correct levels and full stakeholder engagement is essential for a project

of this magnitude.

Continue to ensure that the correct messages are being sent out that support the teams and the hard work they are

doing. Support of the overall approach by senior stakeholders is essential.

3. Lessons Learned All stakeholders were asked to record their issues and lessons learned. This was then collated together into one document, and recommendations added. Each stage above shows a summary of the key lessons. These full lessons are shown as an appendix to this report.

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4. Risks & Issues It is the purpose of this End Project Report to ensure that provision has been made to address all open issues and risks, with follow-on action recommendations. The full risk and open issue register can be found as an appendix to this report, and follow up action summarised in section #8.

5. Project Assurance & Quality Register The Project Board has a responsibility to assure itself that the project has been conducted correctly. The members of the Board each had a different area of

focus for Project Assurance, i.e. from the different perspectives of Senior Supplier, Senior User and Sponsor. For this purpose a quality register was created, and monitored on a frequent and an ongoing basis. The end report quality register is included as an appendix to this report, and any follow up actions are summarised in section #8.

6. Benefits Realisation

Benefits management is the identification of potential benefits, their planning, modelling and tracking, the assignment of responsibilities and their actual realisation as a result of investing in business change.

It is usually carried out as a key part of programme management; it complements and overlaps investment appraisal in the business case and, while the business case provides the justification for the investment, benefits management allows organisations to plan for and achieve the benefits. The end report

benefits register is included as an appendix to this report, and any follow up actions are summarised in section #8.

7. New Governance Structure for NSI As part of the conclusion of the project and its handover to Business As Usual (BAU), a new governance structure was agreed for the NSI system by the Shared Services Programme Board. This is illustrated below and helps to demonstrate how the follow up actions will be taken forward.

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8. Follow up Actions/Handover As part of the closure of the Project any outstanding deliverables, open risks and issues and unrealised benefits must have a follow up action plan which determines the transferred ownership. This action plan is summarised below;

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8.1 Undelivered Products

# Key Deliverable Follow Up Action Transferred

Ownership

1. System Support Team in place to support steady state

A permanent structure is now in place, with staff having been seconded to the host board on 02/09/13. Formal ‘TUPE’ transfer will take place in February 2014 (see Lessons Learned on this process)

Gaps in the structure after the handover, are to be filled by the Host Board

NFSMG

2. Full agreement by all Stakeholders of the protocols for loading all standing data, outstanding items and historical data.

Focus Groups have agreed to take on the work to clear up any duplicates in the system.

APFG for Suppliers

O2CFG for Customers

(reporting to Design

Authority)

3. Interface requirements specified and developed

The National Payroll Interface is due to go live for all in April 2013 however the National Pharamacy interface has not been taken forward at this point.

Continue to rollout Payroll

Develop a national solution for Pharmacy

NFSMG for Payroll

S2S for Pharmacy

(reporting to Design Authority)

4. Stock Module allows the tracking of stock

within warehouses.

Although the main system issues have now been resolved, there is still an

underlying data issue as a direct result of this problem. The NFST have issued guidance to Boards on how to correct the data issues.

NFSMG

5. A Business Intelligence application that allows performance management, reporting,

query and analysis on the data held within a set of standard Universes.

Although the full functionality was available for testing, the work to take forward a standard approach for NHS Scotland and agree timescales for its

implementation was agreed to be out of scope due to complexity and resource required to take this forward at that time.

To be taken forward as a separate development project – Governance suggested to be a new Business Reporting User Group

All Focus Groups


6. Finance Process Manager – Allows users (incl. non eFinancials users) to send and

receive electronic workflow events using an

approval matrix and standard forms and fields.

FPM eREQUESTOR ONLY

Agreed to be out of scope due to issues with product readiness.

Now live in D&G and A&A HBs. To be rolled out to all other Health Boards.

NFSMG

7. Health Sector Budgeting - Allows the maintenance of a FYE budget alongside the

current year budget and the automatic rollover

See Lessons Learned. All functionality bar the year end rollover and indexation routine facilitieswhere successfully delivered.

NFSMG

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Ownership

of this FYE budget into next year’s baseline budget.

Issue resolution continues to be progressed.

8. This is a user friendly query tool that allows

data to be extracted from the eFinancials database into a spreadsheet like environment allowing the data to be easily transferred to Microsoft Excel.

Full functionality available however there have been issues with stability of

the JBOSS products which causes these applications to crash at peak periods, requiring a restart of the JBOSS shell – additional memory has been allocated and will be monitored during next peak period (01/10/13).

NFSMG

9. Recurring Billing - Ability to set-up billing

schedules for regular amounts, over a regular

period for services provided.

Not setup on Test or Live as solution design identified not in use.

Follow up review of this facility undertaken to assess benefit

O2CFG (reporting to

Design Authority)

10. Recurring Charges - Ability to set-up a schedule of recurring charges for services received.

Only set up for use by Dumfries & Galloway as they were using in v3.4.

Follow up review of this facility undertaken to assess benefits

APFG (reporting to Design Authority)

11. XLUploader - This application allows data to be loaded directly from excel templates into certain eFinancials forms.

See Lessons Learned. Full functionality available however this is not currently multi-user compliant causing intermittent locking of the CLINK interface tables. There have been issues with fix appliance for this issue. There have also been issues with stability of the JBOSS products which causes these applications to crash at peak periods, requiring a restart of the JBOSS shell – additional memory has been allocated and will be monitored during next peak period (01/10/13).

Issue resolution continues to be progressed.

NFSMG

12. DbCapture - Capture of invoicing images to populate invoice register.

Full functionality available however there are performance issues to be addressed. Virtual servers to be increased from 4 to 12 to minimise interruption when errors in the process occur.

NFSMG

13. Live open item images migrated and attached to transactions within eFin v4.

The open images were delivered successfully for all bar GGC. This was due initially to firewall issues that took longer than anticipated to resolve locally.

Images to be migrated

NFSMG

14. Legacy images migrated successfully The current status is that all migrations are complete (apart from State flat

file version), however Boards are asked to confirm this has been successful.

There is also an outstanding task to migrate the State Pre Legacy images from the flat file version to oracle version which is still in planning.

Main images – Boards to confirm migration successful – Governance NFSMT

State Pre Legacy Images – Plan to be agreed and carried out for migration –

NFSMG

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Ownership

Governance NFSMT

8.2 Open Risks & Issues Below are a list of the open Risk and Issues from the Risk/Issues Register, where they are not already recorded in the product delivery section above.

# Risk/Issue Description Follow Up Action Transferred

Ownership

15. Risk 9 - BOXI Reporting

BOXi migration to NSS BIG environment is not able to be done in required timescales for testing and go live.

All BOXi migrations bar GGC are now complete - GGC on target - will be closed at end of Project - Monitor progress

NFSMG

16. Risk 13 - Endowments

National move to have Endowments housed within exchequer ledger for reporting . Currently plans are to move Endowments "like

for like" and therefore it will sit outside of Exchequer.

An option appraisal for the built of future eFin Endowment services has been created and shared with FAFG. Initial response was to allow Boards to decide. The Project Board has asked for there to be standardization of approach as with all other areas of NSI system design. FAFG asked to agree

which option should be the future model for Endowments.

FAFG

17. Risk 35 – Conflicting stakeholder prioritieThere is a risk that there will be a lack of communication between stakeholders resulting in conflicts between stakeholder priorities

Final elements of project require ATOS/ABS resources and there have been issues regarding communication and agreement of plans. This should be complete very soon and the risk will be able to be closed - Monitor progress

NFSMG

18. Risk 38 – Insufficient detailed planning -

There is a risk that there is a lack of detailed planning.

Risk remains open with regard to the final elements of the Project ie Legacy, National Payroll Interface, DbCapture additional servers and then any further development work - Monitor progress & ensure that ABS & AOA are proactive and fully engaged in providing input to planning.

NFSMG

19. Risk 42 - Version 1 Products are too highly

configurable and therefore difficult to implement and maintain.

Although the Boards are now actively using Version One in a live

environment, the underlying issue of these being highly configurable and therefore difficult to maintain still creates a risk that requires ongoing management.

NFSMG

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# Risk/Issue Description Follow Up Action Transferred

Ownership

20. Risk 44 - Communication - There is a risk that weekly updates are not completed locally or are inaccurate and do not reflect the true progress status of the project.

Risk remains open with regard to the final elements of the Project ie Legacy, National Payroll Interface, DbCapture additional servers and then any further development work - Monitor progress & ensure that ABS & AOA are proactive and fully engaged in communicating with each other.

For NHSS ensure that all Board & System Teams are aware and

actively involved in reporting back of progress and issues.

NFSMG

21. Issue 25 - Failure to provision a Business

continuity or disaster recovery plan -

There is a risk that disaster recovery or business continuity is not adequately planned.

An affordable DR arrangement has been agreed with Atos and this will be

tested in the near future – Requires planning of implementation.

Note: Advice and the requirement for on business continuity plans have been provided and are still relevant as the DR proposal is not an immediate

failover to the DR service (hot recovery), as this is the costly option that the DoFs decided was not value for money. In the event of a Disaster, the cold DR option will have at least a few days downtime, or potentially a few weeks depending on the scale of the disaster. i.e. a full data centre outage would mean a prolonged period of downtime, as eFinancials is quite a way down the list of critical systems that ATOS host for NHSS.

In the event of a major disaster all system hosted by ATOS will be brought

back on-line in the DR site based on the system criticality levels in the contract, and Boards should have local business continuity plans to cope

with a few weeks of potential downtime in the event of a major disaster.

NFSMG

22. Issue 26 Lack of clean data being migrated - There is a risk that there will not

be time to adequately clean data before migration.

An ongoing exercise is in place to review and to continue to cleanse standing data that has been migrated across from the legacy services.

Design Authority (All Focus Groups)

23. Issue 37 Budget Exceeded -

There is a risk that the initial cost estimate is exceeded

This risk materialised into an issue with regard to overspend on Version One products in particular. The issue was resolved through additional funding however we are now attempting to recover this from ABS – Negotiation of compensation from ABS.

NFSMG

24. Issue 41 Move to ePayroll planned for October 2012 - There is a risk that on moving

to ePayroll the new SSPS interface (and the A&AC interim) interface do not work due to changes to the format of the extract.

There is still an issue with the format of Job Codes in ePayroll. This was mitigated by ATOS creating an extract routine that stripped leading zeros

before the Board ID. This still means that Payroll Depts are having to pad out the code and may impede the use of purely numeric National Job codes as the stripping exercise only works where a Board ID is in use. – Job Code

issue to be resolved in ePayroll

NFSMG

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8.3 Open Benefits Realisation Logs

# Benefit Description Follow Up Action Transferred

Ownership

25. Q1 - Improved supplier management (ABS and the MTS supplier) through creation of a single national management team for the NSI.

Concerns exist with both the quality and implementation of the Version One products (e.g. DbCapture) requiring proactive dialogue and remedial action.

Continued dialogue with ABS and negotiation of compensation

claim.

NFSMG

26. Q2 - Standardised, best practice ways of working through design workshops and application of common standards and approaches.

Workshops met their targets in most areas and this should drive increased standardisation

This represents a step on a journey.

The Focus Groups will now take the lead on standardising and

implementing best practice ways of working.

All Focus Groups (reporting to Design Authority)

27. Q3 - Time savings for redeployment in direct customer support through economies of scale and improved performance of suppliers.

This cannot be finally assessed until after migration however the planned staffing will have adequate resources for this purpose. The new service is stable and early signs are encouraging.

Staff are getting hands-on familiarisation with eFin v4 during transition and a package of personal development will be agreed and implemented once

the permanent team is in place

Continue to seek efficiencies.

NFSMG

28. Q4 - Work sharing/cross-cover/knowledge share through creation a single national team

This will be delivered through the revised permanent team, but the success of the matrix management arrangements for transition bode very well

Continue to seek opportunities for cross working and knowledge

sharing.

NFSMG

29. Q5 - Easier integration with other systems through development of single best-practice

interfaces

A number of the interfaces have been standardised but some have been deferred until after full migration

Continued national sponsorship of initiative.

S2S for Pharmacy and MAFG for Payroll


30. Q6 - Support for data warehousing and other improved reporting inc greater comparability of reporting between boards/consortia through

The agreement of a national service for the delivery of BOXI and the addition to the SSS Programme Team of a BOXI expert are key elements and the new National Team will have 2 BI specialists. The work to move to

Various Focus Groups

(reporting to Design

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support the development of common BOXI universes

a single set of universes is now being taken forward.

Continued national sponsorship of initiative.

Authority)

31. Q8 - Improved p2p data (?saving on Spikes Cavell costs) through improved data warehousing (dependency on delivery of the Finance & Procurement Joint Working Strategy)

The agreement of a national service for the delivery of BOXI and the addition to the SSS Programme Team of a BOXI expert are key elements but progress cannot yet be forecast

Reports have been created to support this activity however NP continue to request this information from Boards in different formats eg sql.

S2SFG to work with NP to agree standardised process using these reports.

S2SFG


8.4 Open Quality Logs

# Quality Log Description Follow Up Action Transferred

Ownership

32. 5. Staffing changes - Staff impacts and changes are carried out in accordance with Staff Governance policies and to best practice

standards

Independent review of the processes & Approval by the SSS Programme Board

September 2013 – transition complete. Gaps in structure being filled

NFSMG

33. 6. Costs and Savings - Final definitive costs and savings are developed to confirm or refine those set out in the Business Case

Comparison to original plans & Sign-off by Health Boards and NFSMG. September 2013 – Costs have been finalised albeit further savings are

being sought on the ABS Service Contract. Recharges to HBs will identify the local savings

NFSMG

34. 10. Benefits Realisation - Benefits Management Strategy fully integrated into the Project plan Active management of the potential benefits Potential benefits clearly identified

Clear plan to manage the delivery

Benefits understood across the business

Review of the Benefits tracking report on a regular basis - Sign-off by NFSMG and Health Boards

September 2013 – close to finalisation

Shared between DA & NFSMG for individual benefits as per section above

35. Lessons Learned - Comprehensive review of which management and quality processes:

-went well

Periodic review of the Lessons Learned Log & Ongoing review and sign-off by the Project Board

NFSMG

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# Quality Log Description Follow Up Action Transferred

Ownership

-went badly -were lacking.

A description of any abnormal events causing deviations from plans An assessment of technical methods and tools

used Recommendations for future enhancement or modification of the project management method

September 2013 – close to finalisation and fit for purpose

8.5 Record of Handover of Open Items to Governance Groups

The open areas recorded in the sections above;

Group Name Accepted and

recorded in Group minutes of

Design Authority (DA)

National Finance Systems Management Group

(NFSMG)

28/11/13

9. End Stage Authorisation The Sponsor, Senior Supplier and Senior Users have the authority within the Project Board to authorise closure of the Project.

Authorisation for closure is shown below and recorded in the minutes of the October 9th 2013 Project Board Minutes. It was agreed at that point that the final

sign off would be when the DA and NFSMG had accepted ownership of the open project areas. This is recorded above. The report was then circulated for final approval on Monday 16th December 2013.

Name Project Board Role Representing

Simon Belfer Sponsor

John Francis Project Assurance

Don Millard Senior Supplier ATOS & ABS

Colin White Senior User Ayrshire & Arran Consortium

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Peter Ramsay Senior User GGC Consortium

David King Senior User NSS Consortium

Robert McKinnon Senior User Tayside Consortium

10. Appendix A – End Stage Lessons Learned Log This is a large appendix created in excel and would be difficult to read built into this report, It is therefore distributed as an additional document.

11. Appendix B – End Stage Risks & Issues Register This is a large appendix created in excel and would be difficult to read built into this report, It is therefore distributed as an additional document.

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12. Appendix C – End Stage Quality Register

NHSS SSS Programme National Single Instance Project Quality Plan – September 2013 Update

# Output Timing Quality criteria QA method Evidence of compliance

Responsible officer

Update

BRAG Comments

1 Project Initiation Document

Ongoing Comprehensibly describes a viable, achievable Project that is in line with the approved Business Case and appropriate SSS Programme goals. Project organisation, roles and accountabilities clearly reflecting a control, reporting and direction regime that is able to be implemented.

PIDs and Plans reviewed against the Business Case and the SSS Programme goals

Sign-off by Project Board

Project Board Chair

B October 2011 – Plan now signed off

2 Project Plan

Ongoing Achievable Plan that delivers the Business Case and Project Initiation Document and is subject to constant review and refinement as required to keep the Project on course

Initial review of the Plan against the PID and periodic review of performance reports

Initial sign-off by the Project Board and full adoption by the Implementation Team

Project Manager

B November 2011 – plan being used pro-actively

3 Project Governanace

Ongoing Clear roles and responsibilities for Management & Project Teams established covering all aspects of Corporate Governance

Full sign up of all parties Ongoing independent review by the Project Assurance officer

Project Board Chair

B December 2011 – MTS Provider and HR Advisor to join

4 Project Board and Teams

Ongoing Populated by appropriately skilled, informed and motivated staff who are fully aware of roles and responsibilities and their commitments in delivering the Plan. Local management teams appropriately engaged

Assessment that teams are fully mobilised, capable and able to meet time commitments. Health Board responsibilities clear and signed up to

Ongoing review by the Project Board and Manager

Project Manager

B

September 2013 - Complete

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Responsible officer

Update

5 Staffing changes

Ongoing Staff impacts and changes are carried out in accordance with Staff Governance policies and to best practice standards

Independent review of the processes carried out by HR and Project Assurance

Approval by the SSS Programme Board

Project Board HR Rep

G September 2013 – transition complete. Gaps in structure being filled

6 Costs and Savings

Ongoing Final definitive costs and savings are developed to confirm or refine those set out in the Business Case

Comparison to original plans Sign-off by Health Boards and the Project Board

Project Manager

G September 2013 – Costs have been finalised albeit further savings are being sought on the ABS Service Contract. Recharges to HBs will identify the local savings

7 Suppler Management

Ongoing Contract terms represent Value for Money with suitable performance controls and, where appropriate, penalties. Deliverables fully specified with plans for User Acceptance Testing Arrangements in place to ensure an active relationship with the supplier going forward to ensure implementation is in line with agreed plans

Review of the Contract and the ongoing delivery of the software and services

Sign-off by the Project Board and ongoing assessment by the Project Assurance officer

Senior Supplier B September 2013 – Go-live achieved

8 New Managed Techncial Service

Ongoing Exercise carried out in line with all relevant procurement policies and standards to achieve best value for money and a robust service with appropriate controls and sanctions

Approval by the NSS Contract Management Team and the Project Team

Sign-off by Project Board and the SSS Programme Board

Senior Supplier B November 2011 - SGHD approval received

9 Solution Design

Ongoing All relevant parties fully engaged in the process delivering clear outcomes and effective processes to escalate unresolved issues for final decision

Review of designs against the SSS agreed processes and full support of system providers

Sign off by the Project Board and escalation to Programme Design Authority where necessary

Technical Assurance

officer/Senior Users

B September 2013 - Complete

10 Benefits Realisation

Ongoing Benefits Management Strategy fully integrated into the Project plan Active management of the potential benefits Potential benefits clearly identified Clear plan to manage the delivery Benefits understood across the business

Review of the Benefits tracking report on a regular basis.

Sign-off by the Project Board and Health Boards

Project Manager

G September 2013 – close to finalisation

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Responsible officer

Update

11 Communications

Ongoing List of stakeholders and their information requirements Communication mechanisms to be used (such as written reports, workshops, etc.) Key elements of information to be distributed by the different mechanisms - including frequency and information collection and collation Roles and responsibilities of key individuals responsible for ensuring communication is adequate / appropriate and timely

Periodic reports on the quality of the communications process

Survey of stakeholders by Project Team reported to the Project Assurance officer

Project Manager


12 Risk & Issue Management Plan

Ongoing Key risks are identified, quantified and their probability and potential impact assessed Risk management measures are identified and evaluated for their effectiveness on an ongoing basis Appropriate communication mechanisms are set up and supported Stakeholders are engaged throughout the process

Review of the Risk Register and how well the risk management measures are operating based on actual outcomes

Ongoing review and sign-off by the Project Board

Project Manager


13 Lessons Learned

Ongoing Comprehensive review of which management and quality processes:

-went well -went badly -were lacking.

A description of any abnormal events causing deviations from plans An assessment of technical methods and tools used Recommendations for future enhancement or modification of the project management method

Periodic review of the Lessons Learned Log

Ongoing review and sign-off by the Project Board

Project Manager

G September 2013 – close to finalisation and fit for purpose

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Responsible officer

Update

14 Project Performance Reports

Ongoing Clarity/ Comprehensiveness/ Supportive of effective decision making

Review of the quality, timeliness and utility of the reports

Sign-off by Project Board and SSS Programme Board

Project Manager


15 Phase One post-implementation Review

Ongoing Comprehensive review of all aspects of the Phase One delivery against plan and full lessons learned played into the second Phase approach

Review of PID, plans, outcomes etc.

Sign-off by the Project Assurance officer and the Technical Assurance Officer

Project Manager

B July 2012 – approved

16 Phase Two/Three Migration Plans

Ongoing Comprehensive plans for migrating all Boards to the NSI by March 2013 with full sign-up by Health Boards/Consortia

Review of the plans Sign-off by Project Board, SSS Programme Board and Health Boards/Consortia

Project Manager


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13. Appendix D – End Stage Benefits Register

Benefits Realisation Register

Report as at: 25th September 2013

Ref Benefit Enabler BRAG Status

Notes Risk to delivery Risk Register

Ref #

BRAG

Status

Notes

S1 Savings on managed technical services (inc. Data storage) £300k rec.

Let a national contract to a single provider

B The tender process has produced savings of £700k on the current costs. This will not come through until after full migration

Inadequate MTS Procurement Process

3 B Process complete

S2 Savings on System Support £282k rec.

Restructure the in-house teams to generate economies of scale

B The outcome of this depends on the agreed revised ongoing support structure. However, We estimate the savings to e £293k.

Inadequate Organisational Change process

6

B This was carried out fully in Partnership and in line with OC policy and good practice

Lack of clarity on roles

26 B A detailed staff structure and roles has been created and agreed

Loss of System Admin Resources

29 G There are currently 5vacancies requiring to be filled however we are exceeding all SLA targets.

System Management – Poor Engagement with Consortia

32 B Corporate working on this has been excellent. A Group involving all Consortia was established to manage the process.

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Ref #

BRAG

Status

Notes

S3 Savings on ABS maintenance contract £31k rec

Negotiate with the supplier

B Supplier has agreed to the reduction, which will take effect on full migration, however NHSS is renegotiating the price element of the contract with a view to further significant reductions.

No risk – supplier has agreed na B Closed

Q1 Improved supplier management (ABS and the MTS supplier)

Create a single national management team for the NSI

G Concerns exist with both the quality and implementation of the Version One products (e.g. DbCapture) requiring proactive dialogue and remedial action.

Follow up Action: Continued dialogue with ABS and negotiation of compensation claim. Governance NFSMG.


6

B The role of suppliers has been fully integrated into the project management and delivery

System Management – Poor Engagement with Consortia

32 B Corporate working on this has been excellent. A Group involving all Consortia has been established to manage the process

Q2 Standardised, best practice ways of working

Design workshops and application of common standards and approaches

G Workshops met their targets in most areas and this should drive increased standardisation

This represents a step on a journey,

Follow up Action: the

Incomplete Solution Designs

4

B Solution Designs are signed off by all Consortia and reviewed as part of each migration.

Lack of standing Data

19

B Common standing data agreed

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Ref #

BRAG

Status

Notes

Focus Groups will now take the lead on standardising and implementing best practice ways of working. Governance – Design Authority

Lack of agreement on account codes

23

B National code list agreed

No Nationally Agreed Standing Data Lists

30 B

Q3 Time savings for redeployment in direct customer support

Economies of scale and improved performance of suppliers

G This cannot be finally assessed until after migration however the planned staffing will have adequate resources for this purpose. The new service is stable and early signs are encouraging

Follow up Action: Continue to seek efficiencies. – Governance NFSMG

Lack of clarity on roles

26

G A detailed staff structure and roles has been created

Lack of necessary training

9 G Staff are getting hands-on familiarisation with eFin v4 during transition and a package of personal development will be agreed and implemented once the permanent team is in place

Q4 Work sharing/cross-cover/knowledge share

Create a single national team

G This will be delivered through the revised permanent team, but the success of the matrix management arrangements for transition bode very well

Follow up Action: Continue to seek opportunities for cross working and knowledge sharing.


6 G This will be carried out fully in Partnership and in line with OC policy and good practice

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Ref #

BRAG

Status

Notes

Q5 Easier integration with other systems

Develop single best-practice interfaces

A A number of the interfaces have been standardised but some have been deferred until after full migration

Follow up Action: Continued national sponsorship of initiative.

Inadequate recognition of required system interfaces

18

B The full range of interfaces was documented in August 2011. For each phase this has been revisited and added to/amended where appropriate.

Interfaces do not operate with Alpha character cost centres

24 A The interfaces themselves can cope with alpha costcentres however some of the source systems (eg certain versions of JAC) cannot meaning mapping tables are required to convert the data.

Although there is agreement on those interfaces which are common solutions and therefore should be a single instance of the interface the practicality of creating a solution design for various versions of sources systems causes delays/failure to implement during migration stages.

3 A There are currently 2 interfaces that have been designated as National. The status of each is shown below;

1. National SSPS interface – 4 Live Boards, the remaining Boards will migrate in April 2014 after UAT finishing in Feb 2013..

2. National Pharmacy interface (JAC and Ascribe) – the solution design phase for this national interface uncovered issues with using standard interfaces for its process, this is due to varying versions of JAC and Ascribe being used in Pharmacy departments across the Boards. It has been agreed to look at this after migration with a view to using a product like Ensemble to manage this integration.

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Ref #

BRAG

Status

Notes

Q6 Support for data warehousing and other improved reporting inc greater comparability of reporting between boards/consortia

Support the development of common BOXI universes

G The agreement of a national service for the delivery of BOXI and the addition to the SSS Programme Team of a BOXI experts are key elements and the new National Team will have 2 BI specialists.. The work to move to a single set of universes is now being taken forward.

Follow up Action: Continued national sponsorship of initiative.


23


Inadequate recognition of required system interfaces

18

B The full range of interfaces was documented in August 2011. For each phase this has been revisited and added to/amended where appropriate. As part of the new National ePayroll interface there will be a standard ePayroll interface universe used by all Boards.

The PID stated that Boards could migrate to the NSI using current Universes and Reports and that a standard set would be taken forward as a development project at a later stage.

n/a G As the Boards are migrating on a “like for like” basis, they brought across their own universes and reports. There are therefore no standard universes at this point although the ability to report from one universe on all data will be available. Work has begun to move this forward.

Q7 New requests for data can be designed once for all

Having a single system enforces this

B An agreed process has been put in place to strengthen controls and ensure that duplicate requests are captured before being requested/processed.

Lack of a set of clean unique national standing Data codes

19

B Requesters and authorisers from the individual Boards are asked to check the system for an existing supplier before they submit the request and the NSI team then do a double-check on each request.


23


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Ref #

BRAG

Status

Notes


30 B

Q8 Improved p2p data (?saving on Spikes Cavell costs)

Improved data warehousing (dependency on delivery of the Finance & Procurement Joint Working Strategy)

A The agreement of a national service for the delivery of BOXI and the addition to the SSS Programme Team of a BOXI expert are key elements but progress cannot yet be forecast

Follow up Action:

Reports have been created to support this activity however NP continue to request this information from Baords in different formats eg sql.

S2SFG to work with NP to agree standardised process using these reports.


23



30 B

Solution Designs agree common usage of fields to allow standard reports to be designed

3 G Boards/National Systems Support are designing a process to allow easy reporting of Spikes Cavell data.

Q9 Maintaining common standing data means that updates are made available to all users more quickly e.g. new suppliers, new NDC products etc

This will be enforced by agreeing a common set of standing data through the design workshop process

B Standing data and common coding have been agreed. An on-line data change request system is in place

Incomplete Solution Designs

4

B Full solution designs were agreed

Lack of standing Data 19

B Common standing data agreed

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Ref #

BRAG

Status

Notes


23



30 B Lists agreed but some duplicate codes have been created.

Q10 Quicker deployment of bug-fixes and developments – design, test and roll-out

As only one system to support all efforts can be so focused

B This will in place after full migration


6 B This will be carried out fully in Partnership and in line with OC policy and good practice

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14. Appendix E - List of Acronyms

Acronym Full Term

ABS/ABSG Advanced Business Solutions

AOA Atos Origin Alliance

APFG Accounts Payable Focus Group

FAFG Financial Accounts Focus Group

MAFG Management Accounts Focus Group

NFSMG National Finance Systems Management Group

NFST National Finance Systems Team

NSS BIG NSS Business Intelligence Group

O2CFG Order to Cash Focus Group

S2S Source to Settle Focus Group

NSI Full PIR and End Stage Report v1 1 F

Documents

Transcript of NSI Full PIR and End Stage Report v1 1 F