1. EST102: 25/10/11: Project Services Website rationalised.
EST102 & EST103 Estates Capital System Procurement & Implementation Project Report 27/10/17 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: 04/10/17: All scoring complete for Business & IS 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.
EST102: 25/10/11: Project Services Website rationalised.
EST103: 24/10/11: Project Implementation plan updated with feedback from Programme Manager & v0.2 issued.
NEXT STEPS
EST102: Estates will issue new procurement schedule. Project RAG is green (even though existing schedule is missed) because we expect to complete initial contract award Nov 2017 and final contract award Dec 2017.
EST102: Customer Site Visits.
EST102: Vendor Clarification Interviews.
EST102: Notify Vendors of Decision.
EST102: Indicative Contract Award.
EST102: 31/10/17: Write up of feedback on questions sets & procurement experience.
EST103: 30/10/17: Initiation of project delivery meetings with Estates.
EST103: 10/11/17: Prepare Project Brief and rationalise Project Services website.
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
10/11/17
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.