1. SA&S-Fortnightly Status Report – Overview Period Ending 11 Jan 2018
Deliverables
this period
WSA : TOM Blueprint draft completed for review. Completed requirements prep for vendors demo mid-Jan, system build being estimated.
SCEC: Blueprint draft completed for review. System iteration 2 started. Design drop in sessions with staff completed. Concessions: analysis in progress.
MyEd Portal: quick address look up work (API and QAS change) deployed to live, ContactDetails : UX review with students, enhancements in progress
Exam Timetabling: new go live planned for Jun 2018 for the Aug Resit Diet. Unit testing in progress.
Tier 4 :  Biometric functionality go live completed.
Policy: n/a. Project being suspended. Work is now required across the SEP Programmes .
TOM: Priority of work for WSA, SCEC and Immigration for next Board (Feb 18)
Current Status
Previous Status A A
Student portal SAS002
Special Circumstances (SCEC) SAS003
Working and Study Away (WSA) SAS004
Exam Timetabling (ET) SAS005
Comprehensive Timetable Analysis (CTA) SAS006
Policy SAS007
Tier4 SAS008
Target Operating Model (TOM)
Management and Control
Engagement
Delivery
Planning
Resource
RAID
Costs & Benefits
Stakeholders
Communications A R G
-Exam Timetabling: re-planned following unavailability of Exam Team during Dec
-MyEd- at risk due to delay with staff sickness, & dependency API server
-HR and Change Management resources required for SCEC and WSA
-SCEC Dev resources may be impacted by non SE work (APT/Upgrade)
RAID log up-to-date for Risks and Issues. All on project website. Dependencies reviewed for next SEP Board mid Jan.
Benefit realisation plan addressed in Business Cases
Additional user engagement at projects from Academics completed (SCEC) . Good engagement with students (SCEC, WSA and MyEd projects).
Further engagements with SCEC staff and students re design.
Change management session scheduled for Immigration
Being done through projects/workshops, programme lead 1:1 and SEP newsletter.

2. SAS– Fortnightly Status Report – Programme Risks -Period Ending 6 Dec 2017
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
For escalation
There is a risk that benefit realisation strategy is not implemented with business owners. The devolved management of the University makes the identification and responsibilities of (single or shared) benefit owners difficult.
SAS approach of delivering solutions in phases may mean that we are unable to fully realise all the benefits at the point of services go live (e.g. creation of new teams vs FTE equivalent in schools currently undertaking multiple student admin tasks).
Can we therefore fully realise the projected savings as we move thru the programme? 4 3 12 p
Need SEP Board confirmation on  so that the responsibilities linked to benefit ownership is understood, and can be implemented/adhered to across the SA&S projects
Barry Neilson
There is a risk there are no Change Management resources in the PMO to support the HR activity required (week 0)  to consult with SCEC and WSA staff (assuming Taylor Clark is leading on Immigration as a pilot)
Plan is to have two sets of Change Management sessions with staff
-Step1- leaders training- give skills to support their staff-how to interact with change agents
-Step2 -staff . hope and fear to change 5 20 u
PMO to recruit Change Management expertise at SEP level that SAS can use (depending on approval by SEP Board mid Jan).
Project will identify key stakeholders roles, and ask for names, to be consulted
Sally Priestley
Jaffar Hamoudi
There is a risk there are no HR resources in the PMO to support the HR activity required (starting at week -5) for Immigration,  SCEC and WSA projects
Delay the HR announcement
Secure HR resources to work closely with SAS project teams

3. SAS– Fortnightly Status Report – Programme Risks -Period Ending 6 Dec 2017
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
For information
Student immigration-There is a risk that colleagues do not fully engage with discussions due to disagreement with the anticipated benefits proposed by a single Student Immigration Service.
Single Immigration Service is not achieved or moved to a compromise solution 5 4 16 u
1.engage with senior managers across the institution: Leadership session led by Taylor Clark with DoPS, HoS in March 2. engage change manager (Taylor Clark): agreed sessions to be run with team leaders, then staff in Feb
3. Actively use the HR toolkit with the HR advisor available
4. Programme sponsor to engage with the ISAS team-Done thru workshops 5. Heather has documented the outcome of the process workshops for discussion with KPMG , HR advisor and Programme Sponsor 6.one single people workshop held on 5th Dec
7.Meet with the Students’ Association Sabbatical Officers
Heather Tracey
There is a risk that future projects may not have access to student systems BA expertise
Analysis of data and process is not completed for PGR and Programme and Course Information and publishing 3 12
SAS resource demand is being fed into the overall Student Systems resource planning for approval by Programme Sponsor.
Engaging with SRA and IS (end of life of degree finder) for the Programme/Course PCIM work.
Lisa Dawson
Franck Bergeret
Exam Timetabling- There is a risk of resource conflict within SSP - between support of integration testing for SAS005 and the new GDPR project for Student systems ( SAC064)
Incoming data feed from Student Systems is not QA. p
Raised with SSP resource manager. Days required are 0.5d a week over Jan-May.
Get more of BA’s time by conflicting with SAC064
Get another BA from within SSP to cover required integration testing for the incoming data feed from Student systems to Exam Scheduler
Kirtsy Roseweir

4. SA&S Fortnightly Status Report - Programme Issues-Period Ending 6 Dec 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
Issue Description. There is an issue that…
Severity
Score
(RAG)
Issue resolution
Senior Managerial Responsibility
For escalation to programme
Working & Study Away- The Cubane data will inform the FTE resources used for placements, field trips and working away. This will inform the number of FTE required for the future single team. 
This is required for the business case to be submitted to Board in Feb.
Medium
Provide access to Cubane data and resource (KPMG) to inform the business case
Barry Neilson
For information
Student MyEd portal – Go Live of pilot Contact Details to 500 students delayed due to competing priority and staff illness, and dependency with API server configuration still not resolved.
Low
Dependency escalated within IS.
Delay go live from 15th Jan to 22 Jan
Richard Scott (Project Manager)
Timetabling - Difficulty in realising efficiencies in schools through Timetabling project due to order of project being implemented earlier and dependencies
Action taken: while this is accepted for Timetabling, remaining tranche 3 and 4 TOM work is being re-planned to ensure projects are delivered at the same time so that full efficiencies are realised in schools or in the centre.
Neil McGillivray

5. 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.