1. SA&S-Fortnightly Status Report – Overview Period Ending 25 Jan 2018
Deliverables
this period
MyEd Portal: ContactDetails deployed to Live to 500 students- Evaluation over next 4 weeks
WSA : TOM Blueprint draft completed for review by KPMG/Programme lead . Next priorities : Full Business Case
SCEC: TOM Blueprint drafts completed for review by KPMG/Programme lead . Concessions: analysis in progress. Next priority : Full Business Case. System iteration in progress.
Exam Timetabling: Test environment refreshed, function testing restarted. New go live planned for Jun 2018 for the Aug Resit Diet.
Tier 4 :  Biometric functionality gone live, no further development pending scope change approved.
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 G R
-TOM blueprints and full business cases for the next Feb SAS Boards
-HR and Change Management resources required for SCEC and WSA
RAID log up-to-date for Risks and Issues. All on project website. Dependencies reviewed for SEP Board mid Jan.
Benefit realisation plan addressed in Business Cases
Additional user engagement at projects from Academics completed (SCEC) . Further engagements with students (Immigration, WSA vis student survey, and MyEd as part of pilot)
Further engagements with SCEC 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 25 Jan 2018
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 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 4 5 20 u
PMO to recruit Change Management expertise at SEP level that SAS can use (approved at SEP Board mid Jan).
Project will identify key stakeholders roles as part of full business case engagement. This will be used for identifying names for consultation
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 SCEC and WSA projects
Delay the HR announcement
Secure HR resources (PMO) to work closely with SAS project teams (approved at SEP Board mid Jan).
Barry Neilson
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? 3 12
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

3. SAS– Fortnightly Status Report – Programme Risks -Period Ending 25 Jan 2018
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 3 12 q
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.Met with the Students’ Association Sabbatical Officers-Incorporated feedback into Blueprint
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 2 9
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.
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
Remove single point of failure- 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 25 Jan 2018
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 (n/a)
For information
Working & Study Away & SCEC - The Cubane data is finally available and the team is working to extract them . This is proving difficult for some activities when they are not presented at granular level (i.e. SCEC are included within Taught Assessment/SCEC activities).
This is required to identify current number of staff and inform future number of staff (and associated costs) for the business case to be submitted to Board in Feb.
Medium
Find the time and resource (KPMG) to inform the business case.
Lessons learned for future business cases.
Neil McGillivray
Timetabling - Difficulty in realising efficiencies in schools through Timetabling project due to order of project being implemented earlier and dependencies
Low
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.

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.