Project Governance Structure Information Systems Prioritisation Group (ISPG) or ITMT (IT Managers’ Meeting) Project prioritisation, approval and funding Academic Board (if applicable) Steering Group Strategic direction and advice VCEG & Project Sponsor Project Manager: Business PM and/or ISS PM Project Delivery Group Operational direction and oversight/control Project Sponsor/Senior User/Senior Supplier Work stream Lead Work stream Lead Work stream Lead Work stream Lead Project Delivery

Project Roles & Responsibilities Key Responsibilities Project Sponsor Ensuring the project is focussed on achieving its objectives, overseeing progress and resolving escalated issues. Project Steering Group Set overall strategy and direction. Project Delivery Group Oversee progress of the project, provide guidance and direction on key decisions, ensure required resources are committed. Takes ownership of actions if escalated by PM regarding change, risk and issue management. Project Manager Manage the day to day running of the project and delivery of agreed deliverables to the required quality within specified time. Responsible for regular reporting to the sponsor and steering group on progress, escalation of key risks and issues and cost tracking and reporting. Co-ordination of regular and effective communications. Work stream Leads Responsible for successful delivery of the agreed actions within the project work stream, reporting on progress to the Project Manager, and escalating risks and issues as appropriate.

ISPG The highest level governing body for Information Systems is the Information Systems Prioritisation Group (ISPG) ISPG is comprised of VCEG members and other senior management from Faculties and Corporate Services across the University. ISPG meet on a quarterly basis, usually Sep/Dec/Mar/Jun, and prioritises, approves and funds projects based on business cases submitted to the meeting.

Steering Group ToR The Project Steering Group is responsible for overseeing the strategic direction of the Project. Members will be expected to: Advise on the strategic direction and implementation of the project, including strategies, policies, communications, systems, processes and business change across all areas impacted by a project. Make decisions with regard to the delivery and quality of all items included in the project scope. Approve all major plans and authorise escalated deviation from agreed plans. Receive and review progress reports from the Project Manager. Provide academic input and make reports to relevant academic boards. Be accountable for the success of project. To consider and recommend strategies for the continuation and development of the project after the life of the project. The Steering Group will meet intermittently, ie as and when required and on specific issues that the PDG can not deal with alone.

Project Delivery Group (PDG) ToR The Project Delivery Group is accountable to ISPG for the success of the project and the realisation of the benefits outlined in the business case. Members will be expected to: Represent the interests of all stakeholders in the project Support the operational delivery of the project Take ownership of exceptions and escalations Commit the resources necessary to successfully complete the project Provide input and insight to project documents and plans Ensure effective decision making for Risks, issues and changes Quality control and project assurance Support the Project Manager through effective communications with all impacted stakeholders and providing unified and consistent direction for the project Take ownership of continued benefits realisation after the project closes The PDG will meet regularly, dependent on the stage of project, but during implementation stage it is likely to be fortnightly.

Project Steering Group Forum Purpose Attendees Commitment Steer-ing Group Set overall strategy and direction; academic involvement Final arbitration for change requests (scope/cost etc), decisions, approach etc before escalation to ISPG Ownership of delivery of project solution; Advise / support Project Sponsor; Advise on communication and business change; Escalation point for Project Sponsor. VCEG Project sponsor (on ISPG) PDG Lead – Project Sponsor Other members depending on areas affected by the project: Central services person(s); Business process owner(s); Schools / Faculties; Suppliers Internal – Head of IS, IT Director (by exception) External – TBC Invitees for specific points (Overall) Project Manager Quarterly meetings/or when required Standard agenda Supported by Project Manager

Project Delivery Group ToR Forum Purpose Attendees Commitment Project Delivery Group Support for operational delivery of the project Scope / timetable / resource / progress and budget Management of change, risks and issues within tolerances Approach and quality ie fitness for purpose, benefits realisation plan University wide comms Escalation point for PM Project Sponsor (as representative of VCEG Sponsor) Senior User(s), either Central Services or Faculty Senior Supplier, ie IS SGL, Head of IS (by exception) Project Manager business Project Manager systems Invitees (topic specific) Regular meetings, dependent on stage of project, likely fortnightly Standard agenda - Progress - Finance - Risks / Issues - changes AOB Supported by Project Manager Detailed Governance Pack available online at http://iss.leeds.ac.uk/downloads/file/1102/governance_pack_for_itis_projects

Business and ISS PM Working with a Business Project Manager The Business PM has overall PM responsibility for the project ISS PM will be reporting to the Business PM ISS PM role in that case is managing the IT work package of the project Business PM’s main focus should be on business change management and business communications so ISS PM can concentrate on project management of IT deliverables Business and ISS PM agree at the outset how to work together and clearly define the boundaries of ISS PM’s responsibilities and duties for the PDG