1. EST102: Estates will issue new procurement schedule.
EST102 & EST103 Estates Capital System Procurement & Implementation Project Report 13/10/17 R A G
Project Sponsor & Business Lead : Anna Stamp & Jane Johnston
Business Project Manager: Jane Cameron
IS Estates Programme Manager: Derrick Matheson
IS Project Manager & BA: Lyn Thomson
ACHIEVEMENTS
EST102: 12/09/17: Vendor demonstrations completed and scored.
EST102: 29/10/17: All scoring complete for IS question sets and consensus meetings held.
EST102: 04/11/17: All scoring complete for Business question sets and consensus meetings held.
EST102: 10/10/17: Cost review meeting held. No further clarifications are required from the 2 lowest scoring vendors. Decision taken to carry out site visits to existing customers and invite for further clarification meetings for the 3 highest scoring vendors.
EST103: Steady progress on planning, governance arrangements and TOM for the future EPPM service.
NEXT STEPS
EST102: Estates will issue new procurement schedule.
EST102: Customer Site Visits.
EST102: Vendor Clarification Interviews.
EST102: 20/10/17: Notify Vendors of Decision.
EST102: 31/10/17: Indicative Contract Award.
EST103: 27/10/17: Prepare Implementation Plan.
EST103: 27/10/17: Prepare Project Brief.
MILESTONES
Baseline
Actual/ Predicted
EST102 ITT Issued
27/07/17
EST102 Responses from Vendors Received
21/08/17
EST102 Notify Vendors of Decision
13/10/17
20/10/17
EST102 Indicative Contract Awarded
24/10/17
31/10/17
EST102 Contract Finalised
17/11/17
24/11/17
EST103 Initial Planning & Project Brief
29/09/17
27/10/17
EST103 Phase 1 DPI – Programme Management
May 2018
EST103 Phase 1 DP2 – Cost Management
Aug 2018
EST103 Phase 1 DP3 – Portfolio Management
Nov 2018
EST103 Phase 2 DP4 – Project Management
Jan 2019
RISKS & ISSUES
RISK 1: Late completion of procurement will delay implementation: Begin any possible   “generic” planning and design in advance of knowing the identity of the   application that will be installed to smooth and speed the implementation.
RISK 2: Too much change happening at the same time in Estates limiting the availability of Estates Resource at the right time: Good governance and stakeholder management.
RISK 3: Unable to recruit new staff into Estates in time to support the new operating model which is required to successfully transition to the new application: Working on TOM, roles & responsibilities matrix leading to gap analysis to identify existing colleagues that can cover the work were possible.
RISK 4: Existing data will not be of required quality to migrate to the new system: Thorough data analysis   exercise supported by 3rd party experience, early start to data cleansing, clear plan for cut-over.
RISK 5: Technical Integrations may be more extensive & difficult than expected: work with identified third party supplier as early as possible to understand the number of integrations required and options. Set expectations with the business.
RISK 6: 3rd party risks –   cultural, relationship, availability: Full OJEU procurement exercise (EST102) and contract, Support agreement, Hosting agreement, focus on   experience of 3rd party team during the procurement cycle.