1. PSS Conference – IT Services Projects Roberto Confessore Head of Projects 15 June 2015 1

2. Table of contents Change & IT Projects Sub Committee Background Benefits 2 CONTENTS IT Architectural Principals & Projects

3. Table of contents Change & IT Projects Sub Committee Background Benefits 3 CONTENTS IT Architectural Principals & Projects

4. 4 A Transformation Programme is underway to improve IT Services The IT Transformation Programme’s focus is on the following objectives: Improving our delivery capabilities Focusing on our client needs Creating a flexible and responsive organisation Shifting the emphasis from firefighting and support to delivering new adding value business solutions Focusing on customer excellence identifying with our client needs, seeking feedback and applying continuous improvement Matching IT delivery and support services to the agreed client/customer requirements Building the capacity and capability of our people Developing a performance orientated culture at individual and team levels Creating an environment in which people can grow One integrated IT functionEnabling OthersPutting the customer first The Programme embeds the following values and behaviours into the provision of providing IT services:  Provide effective, efficient and measurable IT services to the University  Ensure strategic change is delivered in a consistent and sustainable manner  Provide confidence in the delivery of benefits from IT investments  Provide effective, efficient and measurable IT services to the University  Ensure strategic change is delivered in a consistent and sustainable manner  Provide confidence in the delivery of benefits from IT investments The Programme will deliver the following business outcomes: 3

5. 5 Change is not only limited to IT

6. 6 The programme is currently on track Workstreams 20142015 JFMAMJJASONDQ1Q2Q3Q4 ITLT Appointed Staff & Union Consultation Fixed Structure Appointments Skills Base Appointments Recruitment Service Process Redesign & Implementation Service Management Tool Implementation Establishing the New IT Organisation Enabling Change Delivering Customer Service Project Management Framework Project Approval & Governance Management Training & Staff Development Programme Portfolio Identification Kilburn Offices Development Structures & JDs Managing the Project Portfolio New Structure Live Resource Management Processes PM Training & Launch IT Charter Development IT Charter Launch Service Management Tool Selection ✓ ✓ ✓ ✓ Project Approval & Governance Rollout ✓ Developing the IT Strategy Cyber Security Strategy IT Strategy Development Customer Service Excellence Project ✓ ✓ ✓ ✓ ✓ Portfolio Challenge ✓ ✓ ✓ Optimisation ✓ Data Centre Relocation ✓ ✓

7. Table of contents Progress Background Benefits 7 CONTENTS IT Architectural Principals & Projects Change & IT Projects Sub Committee

8. 8 Work has started on developing an IT Strategy in the context of a rapidly changing technology landscape Social Responsibility Outstanding learning and student experience World-Class Research CloudMobileSocial Big Data Technology Forces University Goals IT & Digital Enabling Capabilities

9. 9 This will require significant engagement from the University In order to ensure that the University makes optimum use of information technology, IT will develop, keep current, and adhere to, an IT Strategy appropriate to the business vision and goals. The IT Strategy will be developed from an understanding of: – The Manchester 2020 Vision – Existing strategic plans and strategic projects – External influences in the HE sector that are likely to have a material impact on IT – External technological forces impacting across sectors The IT Strategy contains a roadmap of the major enablers required to enable the University to deliver its vision. IT solutions developed within projects must be in-line with the IT Strategy. Formal governance will be conducted to ensure compliance with the strategy. The IT Strategy describes the direction the IT department will take to support and enable the University to meet its strategic goals

10. 10 Some draft strategic principles have been developed Key IT Strategic Principles To ensure the University gets maximum value from its IT investment, it is important to make technology decisions in the context of a wider strategic direction and aligned to a consistent set of principles. Through the application of consistent principles, future solution designs will minimise the duplication of the use of technologies, encourage the simplification of solutions, streamline processes and minimise on-going service support. Prioritise Investment in University Strategy IT is a Service Organisation Reuse, before buy, before build Cloud Sourcing The best solution is not always best of breed Make Security Usable Drive Digital Information is an asset for sharing

11. 11 Project Governance – Approvals Internal Effort Capital Expenditure, Special Revenue, or External Expenditure Categorisation (and typical project characteristics) Delivery By Project Initiation (approval of resources/costs to complete the project definition stage) Project Justification (approval of full project costs to deliver the project) Project Control & Governance > 4 years Man effort > £250k Approval to commit IT resources to the project and/or external costs requires sign off dependant on the cost/effort to complete the project definition phase and generation of a business case::- For >1 year effort/>£250k Project Brief Approval by below plus: Change & IT Projects Sub Committee For 6-12 months effort/£25k-£250k expenditure Project Brief Approval by below plus: COO or Dean + Director of Finance IT Leadership Team – (MPR) Head of Strategy/ Head of Projects For 1-6 months effort/£10-25k expenditure Project Brief Approval by: IT Partner (Faculty / PSS) Business Sponsor (DOFO/Functional Director) As per small/medium projects plus: Finance Committee (>£10m) Capital Planning Sub Committee (>£1m – Full Business Case) (>£250k - Simple Business Case) Change & IT Projects Sub Committee (>£250k – Full Business Case) ISSC (escalation) IT MPR (escalation) EPB (review) Project Manager Between 1-3 Man years effort £25k-£250k As per small projects plus: COO or Dean + Director of Finance (Outline Business Case) IT Leadership Team – (MPR) (Full Business Case) Head of Strategy/ Head of Projects (Full Business Case) IT MPR (escalation) EPB (review) Project Manager Less than 1 years Man effort £10k-£25k IT Partner (Faculty / PSS) & Business Sponsor (DOFO/Functional Director) (Simple Business Case) Project Manager/Lead (review) LARGE IT PROJECT/PROGRAMME Direct contribution to the delivery of the University’s Goals Staged release of funds (define/design/build& deploy) Significant business change Impacts many users/departments/functions Introduction of new technologies/enterprise solutions MEDIUM IT PROJECT Major change to an existing application or new application being introduced Impacts multiple departments/functions Introduction of a new service to the Service function SMALL IT PROJECT Some process change but easily managed by the business owners Impacts a single department/function IT Projects Team (Build)

12. Projects Delivery Professionally 12

13. 13 What have we done so far? Build and Run Functions have been separated Project Framework created and introduced into IT and trained to 60 members of staff Over 400 Inflight `Projects’ initially identified, reviewed and rationalised 112 projects have been delivered Now have a fully understood portfolio of 70 in flight projects and 30 looking to commence in next 3-6 months Staff transitioning into new Target Operating Model to support Project Delivery Resource Management and Time Recording introduced Prioritisation meetings held with IT Partners to help identify the order in which standby projects should be undertaken Looking at additional Training to enhance the Capability of IT projects staff

14. 14 The project pipeline is now largely understood 48 Projects waiting to enter define stage / continue Extract of Current Portfolio of Live projects 66 Current in flight projects, 50 of which are build projects Approx 50 IT staff plus 10 contractors assigned to projects 20 Projects completed in last 3 months

15. Table of contents Change & IT Projects Sub Committee Background Benefits 15 CONTENTS IT Architectural Principals & Projects

16. 16 Benefits The introduction of the Project Framework has delivered the following Benefits Consistency in how projects are run Improved skills capability of Project Managers and Business Analysts Greater visibility as to the status of projects Improved overall Management Reporting to IT Leadership Team Projects follow Architectural principals and work closely with the IT service Function to ensure full acceptance at Go Live Communities of Practice established to allow sharing of knowledge

17. Table of contents Change & IT Projects Sub Committee Background Benefits 17 CONTENTS IT Architectural Principals & Projects

18. 18 New High Level approval process (C&ITPSC) A Change and IT projects Sub Committee (C&ITPSC) has been established to review and approve business cases for projects >£250K or greater than 4 man years effort A process for Delegation is being established which will involve allocating a prescribed number of IT project days per Faculty (next Slide)

19. 19 Delegation Levels also need to be established Build (XX man days) Run IT Approx Head Count 400 Other/ Overhead

20. 20 New High Level approval process (C&ITPSC) Made up primarily of the University Senior Leadership Team This committee replaces the Information Systems Sub-Committee (ISSC) Its purpose is to oversee investment in change and IT projects and to ensure alignment to the University’s overall strategic plan Large projects will also be prioritised at this forum Will meet on a quarterly basis