1. SA&S-Fortnightly Status Report – Overview Period Ending 3rd May 2017
Deliverables
this period
1. Tranche 1: 6 projects now in progress at planning stage: Student Portal Pilot; Special Circumstances, Study/Working Away, both Timetabling projects, Policy Review; progressing with PIDs; planning foundations stage
2. Programme communication sent this week;
3. TOM being re submitted to SA&S Board (5th May) then SEP Board (June);
4. Policy Review report: completed report, being used to plan project;
5. Induction report completed, for review;
6. Collaboration: completed report, for review;
7. Customer Journey Mapping: work in progress;
Current Status
Previous Status A R
Management and Control
Engagement
Delivery
Planning
Resource
RAID
Costs & Benefits
Stakeholders
Communications A R G
Still some uncertainties over resource for Digital Transformation to support SAS002 deliverables.
Some uncertainties over Core SA&S team resource. Next year SA&S plan to be aligned with SSP plans.
Resources for 6 projects mobilised. Reduced availability during peak period May/June.
Outstanding: recording of resources .
Mobilisation of Tier 4 resources tbc.
RAID log up-to-date for Risks and Issues, Assumptions and Dependencies.
To be updated as PIDs progress.
Detailed projects costs: work in progress. Benefits log not complete: will be done by projects and articulated in the PID.
Plan to address this area: roles for change management being addressed during Change Management training. Follow up at project level with newly appointed CM resource on SCEC and Study Away projects.
Wider stakeholder programme communication: newsletter sent.
Long term strategy and plan being articulated.

2. SAS– Fortnightly Status Report – Programme Risks Period Ending 3rd May 2017
For escalation
Risk
Consequences
Inherent Impact
Residual Impact
Residual Prob’ty/ Uncert’y
Risk Level
Risk Mvt since last mth
Current & Management Processes and Mitigating Activities and Future Developments
Senior Managerial Responsibility
There is a risk that there is insufficient buy-in from Schools and Colleges due to insufficient communication of benefits and unplanned approaches for resources (e.g. specific roles in projects, attendance at workshops, responding to requests for data)
Projects will not get traction, Colleges and Schools not convinced of need for change, benefits will not be realised 4 3 12
New Risk
Communication and Stakeholder engagement can be planned now that the approaches and roles are nearing agreement and resource is in place to support the teams. At SEP level work will be done to map the impact on business units of the changes proposed.
Sally Priestley (PMO)
There is a risk that some of the TOM work might involve changes to the organisational structure, roles and responsibilities in areas in which an OBC is already working (Study Away being the most likely). 
Affect Study Away and SCEC in progress projects 16
Very difficult as TOM not agreed before SEP Board in June. Will need to align SA&S projects with draft TOM vision, ambition, comms. Brief project Teams as TOM evolves
New Programme Lead

3. SAS– Fortnightly Status Report – Programme Issues Period Ending 3rd May 2017
Green - Low
Not currently impacting the project A
Amber - Medium
Resolution in hand and is being managed within the Programme R
Red – High
Immediate escalation is required
For escalation
Issue ID #
Issue Description. There is an issue that…
Severity
Score
(RAG)
Issue resolution
Senior Managerial Responsibility 1
Mobilising core project team resource continues to be challenging. SA&S projects require SSP projects to be re-prioritised and the planning cycles of SE and SSP are not yet aligned.
Medium
1.Joint approach to planning from 2017/18 (SA&S and SSP)
2.A joint senior supplier team to which operational project issues can be escalated-DONE-weekly meeting set up
3. A formal plan
1 and 2-Barry Neilson
3. Sally Priestley (PMO) 2
SEP is continuing to work through its approach to change management, benefits management and the associated roles, which in turn impacts plans for stakeholder engagement. The inter-related tools and methods are new to the University and it is taking time to articulate and plan the approach and to provide training and guidance.
Additional resource will be put in place to provide training and support in change management and stakeholder communication, including at project level. Training will be rolled out to all those involved in projects, included Change Facilitators. Plans and approaches will be documented. A proposal for the key roles and relationships to manage business change will be proposed to the SEP Board in June.
Sally Priestley (PMO) 3
We do not have a mature tool to baseline the user experience, one of our key recurrent benefits on SA&S projects. SA&S team has worked on providing a toolkit for the Customer Journey Mapping, but it is proving very lengthy to use (Around 3hrs/person from interview to transcript)
Use a mature tool with KPMG assistance Or
Accept that the existing toolkit will take time

4. RAG Guidance Criteria Red Amber Green
Delivery
Key deliverables at risk
Some risks around delivery
On track for delivery
Planning
No detailed plan
Detailed plan in place. Gaps around benefit/key deliverables. Not fully up to date. Covers less than 6 weeks.
Detailed, current plan in place covering the next 6 weeks.
Resource
Significant skills or resource gaps
Some gaps
All resource in place and trained.
RAID
No documented risks and issues.
Defined process and roles. Clearly defined escalation routes. Risks and issues log actively maintained and reviewed by project team.
Costs & benefits
Very limited benefit identification/ limited understanding of costs
Some gaps in information.
Costs fully broken down and information accessible. Benefits documented and logged in register.
Stakeholder engagement
Very limited identification. No documented plan.
Some ad hoc identification of stakeholders. Incomplete plan. Not approved by sponsor.
Stakeholder, interest and needs systematically identified. Plan for engaging in place and approved by sponsor.
Communications
Little current information on website; stakeholders not informed of status
Some ad hoc communication. Some information on website
Website updated for last completed stage. Stakeholders informed and aware of nest stage plans. Key messages available for last stage.
A programme will be assumed to be green initially.
It may be red/amber status if 2/8 elements are red or amber.
A project is likely to be red/amber if 3 or more elements are that colour.
A project is red/amber if 4 or more elements are that colour.