OPERATIONAL MANAGEMENT GROUP OMG (2010) Paper May Operational Portfolio Quarterly Report 10 May 2010

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1 Operational Portfolio Quarterly Report 1

2 1. Portfolio Report and Analysis 1.1 Below is a summary of the status of the projects in the portfolio. SRO & PM Project/Programme Update Group Target Status H. Hales S. Hutchinson Initiation & Planning Debate Recording System BIT has identified a way to bridge the main Parliament and Broadcasting networks so that sound can be streamed from Broadcasting to the Official Report and the media player provider has proposed a solution; A PID putting forward the full solution will be presented to OMG for agreement in June. RIR June 2010 Amber (due to lack of budget provision) E. Watson S. Sutherland Chamber Desk Systems The PID for this project had been planned for June, but has now been moved back to July. BIT will be carrying out a technology gap analysis of the AIMS system during that time. A Memorandum of Understanding between the Parliament and Northern Ireland Assembly is currently being agreed. Chamber July 2010 (previously June) Amber (change of PID submission date) A. Balharrie A. Earnshaw Members Contact Management Investigation work has been taking place via discussion with Vendors, Local Office staff and the Welsh Assembly. This has led to a firmer view on the scoping of this project and this will be reflected in the PID. The PID will now be presented in July, rather than June as previously indicated. BIT July 2010 (previously June) Amber (change of PID submission date) 2

3 SRO & PM Project/Programme Update Group Target Status H. Hales C. Welden H. Hales C. Welden D. Croll L. Garvie A. Balharrie D. Duncan K. Hughes E-Logging project After the discussion on the OR Project Phase 3, OMG agreed to a reduced scope pilot for this project. The project will deliver its findings, together with any proposal for further work to OMG in September. Funding for the pilot will be covered by the additional money granted to the OR Phase 2 project. Business Intelligence OMG agreed that a Proposal should be brought forward for this project as a result of discussions on the OR Project Phase 3. The Proposal indicates that work to fully scope the project will enable a decision to be made on the future recommendation in October. As this is a new project in its own right there is no dedicated budget and therefore the amber status. Delivery Responsible Purchasing The majority of work on this project has now been completed and the project is being moved into a closedown state. Some residual work will be carried forward as Group activity. A project closure report will be presented to OMG at the next Quarterly Portfolio. Holyrood Desktop Tech Refresh The hardware refresh for Holyrood has now been completed and preparations are underway for the rollout of the new desktop software. Detailed planning of the software rollout has been completed and this is now scheduled to complete in October. The project is now projected to complete 71k over budget; It is proposed to offset this by a budget transfer for this financial year from the LOTR project. Further, It is proposed that the LOTR and Holyrood Refresh projects are subsumed into one overall programme reported at OMG. This will allow for a more complete view of the Tech refresh and simplify reporting on the projects. E-Petitioning System RIR RIR September 2010 Project Proposal 10 th May Green Amber (due to lack of budget provision) FRG March 2011 Green BIT Chamber October 2010 (previously August ) November 2010 Amber (change of project completion date) Amber 3

4 SRO & PM Project/Programme Update Group Target Status S. Farrel The project has reached the stage for award of the contract and detailed requirements gathering will start after this is completed. The overall completion date has been extended to November 2010 as a result of the revised delivery dates for the Web project. Extending the use of the existing petitioning website until the revised completion date can be contained within existing budgets. (previously September) (change of project completion date) M. Hegarty R. Connolly Broadcasting Infrastructure Programme OMG approved the PID for the Chamber Sound and Voting System in April, the EU advert will be placed in July PAG Sound and Voting installation Summer Recess Green The budget for sound and voting is still to be fully developed, but this will be done as part of the 2010/2011 budgeting process Various others H. Hales G. Hobbs Records Management (RM) Phase 2 Plans for office RM reviews in the Summer are being finalised. OMG are being asked to note the work on RM Strategy and Roadmap at the Quarterly Portfolio meeting on 10 May. RIR Roadmap discussion May 2010 Green D. Croll D. Walker & J. Giulianotti Finance Change Programme - Phase 2 Procurement of the expenses system is on programme. New standard cost centre reports will be going live on the corporate reporting portal from 10 May. This will include commitment reporting. Investigation work on the members finance reporting tools are ongoing. A revised PID for this work will be produced for the portfolio report in July. Financial resource s Revised PID in July 2010 Completion March 2011 Green H. Hales Enquiries Database Licences have been purchased with some spending accelerated into 2009/10, RIR Nov 2010 Green 4

5 SRO & PM Project/Programme Update Group Target Status S. Skakle however the overall budget remain static with only 33,000 requiring to be funded this financial year as opposed to the 39,000 previously agreed by OMG H. Hales S. Sutherland The main risk to the project is in securing BIT resources to support the project plan; this will be resolved as the implementation plan is agreed with the suppliers. This is forecast to be done by 7 May. Official Report Phase 2 This project has been moved from Strategic Portfolio. The new OR production system has been in use in the Committees since February and the Chamber since March. The main outstanding work is in the implementation of the internet search application and indexing functionality as well as the posting of OR s directly to the website. Additional funding of 18,000 has been required due to completion moving to the end of May and the requirement to have developer on site for the full go live. RIR May 2010 (previously March) Red (project end date missed and budget overrun) C. Thomson A. McKenna Closedown Equalities Impact Assessment The new tool and policy are now in place. The tool will be reviewed after 6 months of use. The project closure report is being considered by OMG at its meeting on 10 May. SDO Closure report will be taken at May Quarterly Portfolio Completed 5

6 2. Portfolio Status 2.1 The chart below illustrates the status of projects within the Portfolio. Portfolio Status Red 8% Green 46% Amber 46% Red Amber Green May-10 Feb-10 Dec-09 Aug-09 May-09 0% 10% 20% 30% 40% 50% 60% 70% 80% 2.2 The overall performance of the Portfolio is down from the last quarter, with 54% of projects in Amber or Red status compared to 27% in the last quarterly report. The main reasons are slippages in dates for PIDs being prepared and slippages or missing of project completion dates. 3. Portfolio Finance & Prioritisation 6

7 3.1 The Overall Financial position taking into account the period 12 financial information is as shown below 09/10 Annual Budget '000's 09/10 outturn,000's 10/11 Budget '000's 10/11 Forecast '000's 09/10 Portfolio Variance Strategic , Operational 1, (35) Group ,027 (207) /11 Variance All Projects 6,184 6, ,465 4,500 (35) 3.2 The financial position for the Operational Portfolio projects is shown on the table over the page. Subject to the approvals being sought as part of this paper, three projects require to be prioritised in the Portfolio. These have been provisionally positioned and OMG are asked to confirm their agreement to this. The OR Project Phase 2, 6 Parliamentary Business Intelligence 15 OR E-logging Pilot. 16 Project Description 09/10 09/10 10/11 Total Total 7

8 Annual Budget '000's Outturn,000's 10/11 budget 000 s Forecast '000's OPERATIONAL MANAGEMENT GROUP 10/11 Variance 000 s Projected Forecast '000's Previous Forecast '000's 1 e-petitioning system Holyrood Desktop Refresh (54) (71) 3 Finance Change Programme Chamber Desk systems Broadcast infrastructure programme *6 OR Project Phase (18) Responsible Purchasing Equalities Impact assessment Enquiries Database (est. 75k) (33) Members Contact management Replacement of Multi Function Devices (est. 30k) Records management Phase Debate Recording system (est. 85k) members Portal (est. 32k) *15 Parliamentary Business Intelligence *16 OR Electronic Logging (Pilot) replacement of Printers (est. 77k) Video Conference Equipment upgrade (est. 120k) OR Project Phase Operational Portfolio 1,111 1, (35) 1,845 1, Shaded projects do not yet appear on the Portfolio. Forecast Change '000's 8

9 3.4 The OR Project Phase 3 was rejected at the last OMG meeting, therefore it is shown as a 55k saving. The net position of the portfolio is 35k above the original operational portfolio budget provision for 10/11, However if the 10/11 projected overspend on the Holyrood Tech Refresh is offset by the LOTR project the overall position would be 19k under the budget provision. The projected total for all projects in the operational portfolio across financial years is actually down 4k. The differences in these figures is due to the various year end differences of projected and actual spend, together with the OR Phase 2 project budget increase and the Budget approved by OMG for the Enquiries Database system implementation. Operational Portfolio - Actual against Budget 1,200 1,000 1, (16) (4) April May June July August September October November December January February March (200) Forecast Actual 9

10 4. Proposals Parliamentary Business Intelligence 4.1 This project proposal (Annex A) has been developed as a result of the discussions on the OR Phase 3 PID at the last OMG meeting. The proposal seeks approval to carry out investigation work to examine ways to more efficiently and effectively capture Parliamentary Business statistics. 4.2 The proposal indicates that approx 40 staff days at an internal cost of 8,410. The results of the investigation will be brought back to OMG in October. 5 Project initiation Documents (PIDs) 5.1 There are no PIDs for consideration at this meeting, however the following are now planned for the July Portfolio Update:- Chamber Desk systems Members Contact management Finance Change Programme Phase 2 (revised PID) 5.2 There is currently no OMG meeting scheduled for July; the intention had been to issue the papers for information in mid July. Given that there is a need to consider these PIDs, OMG are asked to consider if they wish to approved the PIDs by correspondence, if a July meeting is required, or if the PIDs should be held do over to the next OMG meeting on August 24th. 5.3 As part of the approval for the Records Management Phase 2 PID, the SRO was asked to return to OMG with the proposed Strategy and Roadmap that were detailed in that plan. These documents have been produced and are attached (Annex C). 6 Closure Reports EQIA Tool Closure Report (Annex B) 6.1 This project aimed to deliver a tool to assist staff in carrying out Equality Impact assessments and was completed in November Although there was a budget of 10k allocated to this project initially this was not required as it was competed by internal BIT resources. Resource pressures within BIT meant that the tool was delivered later than planned. There is more detail in the closure report and accompanying lessons learned log. 7. Forward look. 10

11 Resource planning & planning for 11/ As part of the ongoing Resource planning exercise the Projects and best Value manager will be working with Finance to consider the options for the project budgets through to 2013/14. This will also form the basis for the bidding for project budgets for 2011/12. PID revision 7.2 As part of continual improvement of the templates used for project governance the PBV manager is working on changes to the PID template and the finance assessment sheet. Part of this work is to ensure a more robust and focused approach to business cases and cost benefit analysis. As no PIDs are due until the July portfolio report, the new template and Finance sheet will apply to all PIDs submitted from now on. 7.3 Any OMG members interested in contributing to the development of the sheets should contact the PBV manager. SLT 7.4 The PBV manager was asked by SLT to consider the benefits and possible methods of recording staff time used in projects, in order to improve future resource estimating of projects and better understand project costs. SLT has now asked the PBV manager to conduct a short trial of such a system ahead of any further consideration. 7.5 Should OMG approve the proposal, the investigation project for Parliamentary Business Information will be used as the basis for the trial. The main outputs will be an assessment of the usefulness of the returned data, any advantages/disadvantages in the format of collecting the data and any observations from those involved in how a parliament wide rollout should differ from the trial. A report will go to SLT when the trial is completed, which should be in October/November. 8. Summary 8.1 OMG is asked to consider the Portfolio report, and in particular to:- Note the Individual Status reports and the overall Portfolio status. Note the Financial provision for the portfolio and confirm the prioritisation of the projects. Consider the following project documentation 11

12 o Proposal for Parliamentary Business Intelligence project o EQIA Closure Report o Records management Roadmap Discuss the arrangements for the discussion of PIDs planned for July Note the decision by SLT to pilot Project Time recording 9. Next Meeting 9.1 The next Quarterly Portfolio report will be published in July. 12

13 Project Title: Parliamentary Business Intelligence Project Ref No: Sub Analysis 2 Code: Project Manager: TBC Programme: Governance Group Operational Strategic Arrangements: Group Head/ Henrietta Hales Date: 28 April 2010 Version No: 1.0 ANNEX A Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. Indicate in the recommendation whether the proposal is for an investigation or to proceed to PID stage. Context On 12 April, OMG expressed an interest in pursuing a project covering parliamentary business statistics. The proposal is to investigate how the collection of parliamentary business statistics might be streamlined, at what cost and what benefits and savings might be achieved as a result; what tools could offer more detailed, complete and reliable management statistics, what they would cost and what benefits they would offer Recommendation That the proposal be investigated with a view to a PID being produced. Outputs What tangible products will be created as a result of this project? i.e. a new contract, a training programme, goods purchased, a revised policy, new intranet pages etc. An audit of the parliamentary business statistics that are currently gathered (by SPICe and clerking teams, for example). Some preliminary work on this has already been done an assessment of who uses the statistics and what for an assessment of how statistics should be presented an assessment of what parliamentary business statistics should continue to be kept and what should be discontinued an assessment of which of the parliamentary business statistics that should continue to be kept can be extracted automatically from editor/official Reports, which can be extracted from CAS, AIMS, SPP or other applications and which would continue to require manual effort An audit of what statistics enable the official report to monitor and 13

14 OPERATIONAL MANAGEMENT GROUP ANNEX A report its performance against its quantitative key performance indicators. These are well known, so this element is not expected to take long an assessment of the tools that would be required to enable OR performance and parliamentary business statistics to be gathered and presented and the potential for them to be replicated in other applications/elsewhere in the organisation A recommendation on how/whether to proceed. Benefits To be considered a success, the following benefits will have to be delivered by this project. Benefit Description The investigation is expected to reveal the benefits of automating the gathering of business and performance statistics Measure of success Delivery of the recommendation. Internal Resources Estimated Costs Resource Area Expected Comment Involvement (days) Official report 5 SPICe 10 Clerking 5 BIT Total days 8,400 Internal Resource cost (@ 210/day) External Costs & Timescales Stages: Proposal, Initiation and Planning, Procurement, Delivery, Closedown Financial Years Current Next Future Stage Milestone 12/13 10/11 11/12 onwards Proposal Proposal to OMG May 2010 Initiation PID/recommendation to OMG October Sub totals( ) Total External Budget( ) 0 Financial Summary Internal Costs ( ) 8,400 14

15 ANNEX A External Budget ( ) 0 Total Estimated Cost ( ) 8,400 Cost certainty assessment High Certainty (+/- 10%) Medium Certainty (+/- 20%) Low Certainty (+/- 30%) Very Low cost certainty (+/- 50%) Ongoing Budget implications post project Please detail any costs that will be incurred post project e.g. ongoing support or contractual implications. Please detail any ongoing cost savings. Will be identified as part of the investigation. Constraints, Assumptions and Dependencies Include any necessary funding requirements or resourcing required to complete the initiation stage. Any statutory constraints or Equalities/Health and Safety or Environmental issues apparent at this stage. Any constraints due to finance or budgeting. Any constraints due to Maintaining services. Also include any dependencies this project may have with other projects or activities. An initial Information management assessment should be included. Input will be required from the areas that collect and use parliamentary business statistics. An analysis will be required of whether and how easily information can be automatically extracted from official reports. Discussions about presentation of information (who wants it; what do they want to know; what would they like it to look like) Feasibility/cost of producing what is wanted. Risk Register Risk Description Developer skills required to implement any recommendations are not available (in-house or because of lack of budget for an external developer) Lack of IT resource able to identify technical solutions Lack of resource to identify and sort parliamentary business Impact (please specify benefit affected) Implementation of any recommendations delayed Delay Delay Mitigation action(s) Identify costs in the PID and feed into the budgeting process as necessary. Involve BIT OMG support for investigation and identification of 15

16 statistics Inability to reach agreement on what statistics should be kept and what no longer gathered. Delay OPERATIONAL MANAGEMENT GROUP ANNEX A resources. Options presented to OMG for its decision. Portfolio Assessment Purpose Urgency Benefit impact Parliamentary Non urgent Little or none Business Members Services Desirable Small Engagement Important Medium Organisational Health Essential/Mandatory Large Approvals Group Head Henrietta hales RIR Date: 30 th April 2010 Version: 1.0 Comments/Conditions of approval Decision: Accept Modify Reject On Hold Agreed to proceed to OMG for Approval. OMG Date: Version: Decision: Comments/Conditions of approval Accept Modify Reject On Hold 16

17 ANNEX B Project Title: Equality Impact Assessment Closure Report Project Ref No: D7 Programme: Project Aneela Portfolio: Manager: McKenna Callum Thomson Group X Operational Date: 8/2/10 Version No: Strategic Project Delivery Summary Please give a summation of the delivery of this project. This should reflect how the business context within the PID has been realised. The EQIA tool has now been implemented and we have worked closely with a wide range of business areas to make sure that the tool is tailored to the needs of the organisation. In order to develop the tool we set up a staff working group where representatives from selected offices gave their views and on how the tool should function. This information was fed through to BIT who were responsible for producing the online tool. A short pilot was then carried out with the working group and we consulted with OMG on how the tool should be streamlined into existing operational processes. It was subsequently agreed by OMG. Prior to implementation, we carried out a raising awareness exercise across all business areas to ensure that everyone is fully informed about the new process. SDO delivered workshops, introduced it into the mandatory equality in practice sessions, and attended every staff team meeting. We mainstreamed EQIA into existing processes so that it does not sit as a stand alone process. It is a requirement for all SLT, OMG and SPCB papers as well as strategic and operational portfolio projects to conduct an EQIA where relevant. Consideration has been given to EQIA becoming part of the policy bank process once it is in place so that when policies are being reviewed an EQIA is carried out as part of the process. Benefits Enter each benefit identified in the PID. Benefit Description Effective decision making Date Realised Expected date benefit will be realised Comments Jan 2010 Jan 2010 Achieved. The toolkit is in place and is being used for high level decisions to 17

18 ANNEX B Removal of any adverse impact on equality groups Improvement to the delivery of services Meeting legal requirements fully consider the equality implications Ongoing Ongoing There is already process process evidence that EQIA has made an impact on policy decisions where it has identified a differential impact on particular groups Ongoing Ongoing There is already process process evidence that EQIA has made an impact on policy decisions which will ultimately improve access to our services Nov 2009 Achieved Achieved Outputs (products) Enter each output identified in the PID. Output Description Date Realised Comments (i.e. quality attained, customer satisfaction) The production of an EQIA toolkit Nov 09 Tool to be reviewed in 6 months seek feedback from staff Guidance on SPEIR and integrated within the tool Training and awareness across all business areas Mainstreamed into PID, corporate paper templates and procurement documentation Nov 09 Nov 09 Nov 09 As above Staff have begun using the toolkit in preparing for reviews/ policy development etc Ongoing monitoring is required on whether the tool is working effectively Financial Summary In addition to this summary you must complete a Final Financial Assessment Spreadsheet and submit it with this document. Estimated in PID Final Outturn Internal Costs ( ) External Budget ( ) Total Cost ( ) Outturn variation 18

19 ANNEX B Financial analysis Provide an analysis of planned costs against actual, noting any effect of material changes in the PID that influenced the outturn costs Initially, the EQIA toolkit was to be created by an external supplier and 10,000 was budgeted to pay for the costs. BIT agreed to develop the toolkit in house which meant there were no costs in creating the tool as was originally planned. We therefore made a saving of 10,000 and BIT has produced an excellent tool that is simple, effective and user friendly. Project Team Dissolution Provide details about the reallocation of team members, project resources (inc IT, Estate etc) BIT is no longer involved in this project. Strategy and Development Office will continue to be involved particularly in giving advice to offices on how to use the tool, and to check that they are being done, are followed up correctly and they are being carried out where required. SDO monitors this monthly with six monthly reports on progress to SLT. Six months from the date of implementation, there will be an opportunity to review the toolkit with BIT and to make any changes from any feedback we receive from staff who have used the toolkit. Post Implementation Review Please provide information relevant to the undertaking of a Post Implementation Review. Include any major stakeholders that should be interviewed. See above. Post Implementation Review Date: 19

20 ANNEX B Project Title: Equality Impact Assessment Project Ref No: D7 Programme: Project Aneela Portfolio: Manager: Mckenna Callum Thomson Office X Operational Date: 8 Feb 2010 Version No: Strategic Lessons Learned Log This log is to allow Projects to capture lessons learned as a result of project delivery. The log must be completed as part of the project closure activities. Project Stage Planning Lesson Learned Describe what lesson was learnt, these can be either positive or negative statements. Our timescales slipped quite considerably due to other competing priorities Implementation After the pilot there were some issues with how the tool was working that we only became aware of when promoting the tool to staff at team meetings. Delivery There were a few of the questions in the tool that were changed frequently up until the point when the tool was completed. Recommendation What, if anything, would you do differently next time, or actions taken for future stages of the project We allocate more time to the project or set this task as the priority. A second pilot should be carried out with staff to check that the tool is working correctly More consultation with staff and external organisations on what the tool should include before the tool is passed over to BIT to create. 20

21 Records management project (phase 2) strategy & road map Executive summary ANNEX C 1. At the OMG meeting on 1 February 2010 the records management phase 2 PID was approved. It was agreed that a strategy and future road map for the development of records management across the SPCB would be presented and discussed with OMG. 2. This paper presents the draft records management strategy (appendix 1), and an outline road map (Para 4). o The road map shows what has been achieved to date and sets out the steps we need to take to fulfil the strategy. Issues and Options 3. The strategy sets out the Parliament s vision and commitment to a best practice records management function. 4. The road map (in the table below) lists the outputs of the current work being undertaken (phase 2) and the previous work that has been completed (phase 1). It also sets out in outline the areas for future development. Phase Outputs Status Phase 1 Phase 2 Phase 3+ Information audit Records management policy, procedures and guidance SPCB records retention schedule RM champion community RM strategy paper and maturity model (road map) Revised RM policy, procedures and guidance (including a document and file naming procedure) Identification of vital SPCB records and recommendations for their management and recovery A plan for each office to review records (electronic and paper records in storage) during the summer recess of 2010 RM induction programme for new starts Training programme for champions Communications plan for change management Additional phases will be required to address different issues to ensure continuous improvement in line with the RM strategy. Technology may be applied in a single phase or gradually to address specific issues at different stages. The following list identifies the key areas: Technological progression Complete Under way Future phases 21

22 ANNEX C Security The role of RM within the wider SPCB RM responsibility Maintaining an archive Performance measures Final phase Review and consolidation Embed business-as-usual process supporting records management. Future phase Resource Implications 5. Resources required for phase 2 were captured in the PID that was approved by OMG. They focus on SPICe and the network of records management champions; all staff will be expected to continue their efforts to implement the records management policy. Dependencies 6. Senior management support for the strategy is a critical success factor. Governance issues 7. Future phases will be subject to the normal project governance processes for budget and PID submissions. Publication Scheme 8. This paper and appendix 1 may be published. Decision 9. OMG is invited to note this paper and the records management strategy (appendix 1). Gordon Hobbs 22