Project Initiation Document

Transcription

1 Mobile & Flexible Working In Regulatory Services Project Initiation Document

2 Purpose This Project Initiation Document uses PRINCE2 project management methodology. It is designed to provide a full and firm foundation for the implementation of the project. Contents 1 Background Project Definition Objectives Scope Outline Project Deliverables and/or Desired Outcomes Exclusions Constraints Interfaces Assumptions Project Management Project Board Project Board stage responsibilities Organisation Structure Project Board Members Communications Plan Quality Plan Controls... 16

3 1 Background Regulatory Services is the name given to a group of services that exist to ensure public and environmental protection. The term covers a variety of local authority services, principally enforcement, including: Metrology Petroleum and explosives Consumer credit, advice and education Product safety Underage sales Fair trading Animal health and welfare Food safety and standards including labelling, sampling and analysis Food imports and exports Health and safety at work Alcohol and public entertainment licensing Private sector housing enforcement and renewal Street scene enforcement Air, land and noise pollution control These services are often grouped together within Environmental Health and/or Trading Standards Departments. Staff delivering these important front line services tend to be office based and travel to sites to undertake their inspection activity then return to the office to write up their activities and prepare letters, reports, notices etc. There is a national shortage of Environmental Health and Trading Standards Officers and many authorities have to deliver services with reduced staffing resources as a result. This pressure demands that existing officers are used efficiently and their capacity to make professional judgements and give specialist advice is maximised through reduction in administration, travel and other nonproductive activity. Officer activities and actions are routinely recorded electronically. To this end Flare Software Systems Ltd (now under the name of Civica Public Protection Ltd) provide a versatile back office management system in use by 200 local authorities. Typically, the system is used to record actions, requests for service and programme inspection activity. The Civica APP (Flare) system has been designed as a traditional desktop solution. Currently Civica Public Protection does not offer an offthe-shelf mobile solution, although they have worked with several third party companies to implement small, mobile solutions. Most such implementations have been docking solutions, rather than real time, wireless. Discussions with Civica Public Protection have revealed a willingness to share expertise and develop system enhancements. Page 1 of 16

4 2 Project Definition 2.1 Objectives Develop and implement technology solutions to enable mobile and flexible working across specified functions Re-engineer business processes and deliver widespread organisational and cultural change, thereby increasing efficiency by a minimum of 10% Provide a baseline for calculation of efficiency savings (for example a reduction in number of office based desks) of any future mobile working projects Improve service to businesses and citizens through instant deliverables such as on-site provision of pertinent documentation e.g. inspection reports 2.2 Scope This project is a partnership between Barnsley Metropolitan Borough Council and Sheffield City Council. Within the two partner authorities, four service departments will be within scope: Barnsley Regulatory Services (Environmental Protection, Consumer Protection, Licensing) Barnsley Strategic Housing (Private Sector Housing Renewal and Regeneration) Sheffield Environmental Regulation division (Environmental Protection, Food/Health and Safety and Trading Standards) Sheffield Private Sector Housing (Care and Support, Urban Renewal and Private Rented) Specific functions that require a remote access solution that links with the Flare database include: Food Hygiene inspections General Enforcement Work (including elements of Environmental/Pollution Control, H&S, Animal Health, Metrology and Food Standards Inspections) Environmental Regulation (including Pest Control and Dog Wardens) Licensing Housing Renewal Inspections, Home Improvement Loans, Fitness Rating Scheme Key system requirements include: Ability to search Civica APP database for property histories and specific jobs and actions on properties across such functions as trading standards and general enforcement work whilst working remotely, adding actions and transferring data from and into the back office database Ability to retrieve key property details and capture information, such as food hygiene inspection notes, using e-scripts and to combine the two to generate relevant documentation, such as inspection report letters and risk assessment sheets, which can be printed and left at Page 2 of 16

5 the premises during the inspection. To enable key data from this to be sent back to Civica APP to update the necessary action screens and property history Sending and receiving of information in real time, manually when required or the data stored and downloaded when connected to a broadband connection or back in the office Jobs capable of being pushed out to officers and inspection reports produced and returned to Civica APP (or relevant network areas) 2.3 Outline Project Deliverables and/or Desired Outcomes Mobile enabled staff through provision of Tablet PC s, PDA s, SmartPhones Fully enabled Home / Mobile / flexible working Access to , calendar and corporate networks in the field and from home Read/write access to back office from anywhere Development of new systems integrating with back office to support on site inspection activity Added functionality beyond access to back office e.g. front-end e-scripts to enable easier recording of Food Hygiene Inspections and generation of documentation On site printing of schedules, statutory notices, fixed penalty notices etc User Manuals available to staff direct on their mobile device for user support in the field Ability to design simple forms for use in the field and link them to the relative data fields within the back office system remotely 2.4 Exclusions Any other disciplines within Barnsley or Sheffield Services remit not listed in this PID Creation of supporting mobile and flexible working policies (however, this project will inform those responsible for the creation of such documentation) Provision of new I.T Infrastructures e.g. corporate networks and any Electronic Document Management Systems (however, the project will inform such future infrastructure developments as mobile working becomes more prevalent in local government) 2.5 Constraints Financial Project has defined capital funding from external source (Regional Centre of Excellence), alongside equivalent match funding from the two partner authorities. It is not anticipated that any additional funding will be available to support this project. An initial pre-financing release of funds from the RCE has been made for the project. Once all the stated outcomes in this PID are delivered across prioritised areas, a second release of funds from the RCE is required, to enable further purchase of equipment and consumables as required to further implement deliverables across a wider area within Regulatory Services for both partner authorities. Page 3 of 16

6 2.5.2 Legislative The Project will work within current legislative requirements. Any changes to legislation during the course of the project will be monitored and could impact deliverables, outcomes and approach Organisational The Project will work within current organisational structures within both partner authorities. Any changes to structures during the course of the project within either authority could impact deliverables, outcomes and approach Resource The project assumes availability of staff resource based on current establishments. Any changes that effect available resource could impact deliverables, outcomes and approach. The project requires internal and external technical solutions resource. Any reduction in availability of this may impact upon the deliverables, outcomes and approach. 2.6 Interfaces Customer Currently no direct interface exists between Regulatory Services systems and either authority s customer facing systems. It is anticipated that both authorities will implement CRM systems in the future, at which time this project would then need to consider interface solutions with corporate CRM Internal The Civica APP system interfaces with Barnsley and Sheffield s Corporate Networks and corporate storage area systems Supplier Kirona Civica Authorities Public Protection (formerly known as Flare) IT Hardware suppliers (e.g. Box Technologies) External Network Providers (e.g. Orange) 2.7 Assumptions The success of the project will be impacted if there are no supporting corporate policies which allow flexibility in terms of how, where and when employees work. There is an assumption that these supporting policies will be in place within each of the participating authorities, alongside the necessary IT infrastructure. Page 4 of 16

7 3 Project Management As stated this project will be managed using PRINCE2 methods. This section of the PID defines, roles, responsibilities and outlines appropriate organisational structures. 3.1 Project Board The Project Board s primary role is to take a high level view of Project progress against the Implementation Plan, this will include: Receive reports and exception from Project Management and Work Stream/Strands Co-ordinate all individual elements of the Project Manage inter-dependencies Monitor, review and mitigate risks and issues Sign-off key deliverables The Project Board is responsible to the Regional Centre of Excellence (as major sponsor), as well as Barnsley and Sheffield Councils Corporate Management and Cabinet. The Board has responsibility for the overall direction and management of the Project, within the authority given by Corporate Management and Cabinet (the Project Mandate). The Project Board approves all major plans and authorises any major deviation from agreed Stage Plans. It signs off the completion of each stage as well as authorises the start of the next stage. It ensures that required resources are committed and arbitrates on any conflicts within the Project or negotiates a solution to any problems between the Project and external bodies. In addition, it ratifies the appointment and responsibilities of the Project Management Team and any delegation of its Project Assurance responsibilities. The Project Board ensures that the Project is delivered within the agreed timeframe, to the agreed cost and to the agreed quality standards. The Project Sponsor (Executive) is the key decision maker supported by advice and commitments from others on the project team. 3.2 Project Board stage responsibilities Beginning of the Project Approve the start of the Project via acceptance of the Project Brief Agree the definition of the roles and responsibilities required to perform the Project Confirm with Project Management all project tolerances Specify external constraints on the Project Approve an accurate and satisfactory Project Initiation Document, including that it complies with relevant standards and policies Delegate any Project Assurance roles Commit Project resources required by the next Stage Plan Page 5 of 16

8 3.2.2 As Project progresses Provide guidance and direction to the Project, ensuring it remains within specified constraints Review each completed stage and approval of progress to the next stage Review and approve Stage Plans and any Exception Plans Ensure Board Members own one or more of the identified risks, as allocated at plan approval Approve changes outside the agreed tolerances Ensure compliance with Corporate Management instructions Approve any appropriate interim project reports At Project close Assure that all products have been delivered Assure that all Acceptance Criteria have been met Approve the End Project Report, including Lessons Learned Report and the passage of actions to appropriate group (e.g. Strategic IT or Technical Infrastructure Group) Decide on the recommendations for follow-on actions and the passage of these to the appropriate authorities Approve, where appropriate, a Post- Project Review Plan Notify project closure to the Regional Centre of Excellence, Corporate Management and Cabinet Representation The Project Board is ultimately responsible for assurance that the project remains on course to deliver the desired benefits at the required quality to meet the defined project deliverables and desired outcomes defined in the Project Initiation Document. Page 6 of 16

9 3.3 Organisation Structure The initial structure for managing the project is outlined in the diagram below. As the project develops it is anticipated that the basic structure will remain as shown, but changes of individuals and responsibilities to reflect the project demands may vary. Regional Centre for Excellence BMBC/SCC Cabinets BMBC/SCC Corporate Management Teams BMBC/SCC Corporate Management Team/ Programme Board NOMAD Forum Project Board Senior Supplier(s) Project Executive Senior User x2 Project Manager x2 Department of Communities and Local Government Efficiency Team ReGS Project Support Technical Support Officer x 2 Admin support Supplier(s) Technical support Proof of concept Food Hygiene General Enforcement Environmental Regulation Licensing Private Sector Housing Workstreams Organisational Change Benefits Realisation Technology and Integration Page 7 of 16

10 3.4 Project Board Members The Project Board has an Executive, Senior User(s), Senior Supplier(s) and Project Manager(s) Executive and Barnsley MBC Sponsor: Ken Eastwood Key Role: Own the Business Case; Responsible for overall business assurance of the project. Specific Responsibilities: Oversee development of Project Brief and Business Case Ensure coherent project organisation structure and logical set of plans Authorise customer expenditure and set stage tolerances Monitor and control progress at a strategic level, continually reviewing the Business Case Ensure proposed changes of scope, cost or timescale are checked against their possible effects on the Business Case Ensure risks are being tracked and mitigated Brief Regional Centre of Excellence about project progress Organise and Chair Project Board Meetings Approve the End Project Report and Lessons Learned Report and ensure that any outstanding issues are documented and passed on to the appropriate body Approve sending of the project closure notification to the RCE Ensure benefits have been realised by holding a post-project review and forward the results to the RCE, and all partners Sheffield CC Sponsor: Ian Ashmore Key Role: Support the Business Case ensuring appropriateness and relevance to Sheffield City Council to ensure project balance; Deputise for Executive if required. Specific Responsibilities: Contribute to development of Project Brief and Business Case Support the Executive in completion of specific responsibilities in so far as they relate to Sheffield City Council Authorise expenditure within tolerances set by Executive Continually review the Business Case from a Sheffield CC perspective Page 8 of 16

11 3.4.3 Senior User(s): Chris Galley (SCC); Peter Hubbard/Simon Frow (BMBC) Key Role: Responsible for the specification of needs of all who will use the final product(s), for user liaison with the project team and for monitoring that the solution will meet those needs within the constraints of the Business Case in terms of quality, functionality and ease of use. Commit user resources and monitor products against requirements. Specific Responsibilities: Ensure desired outcome of the project is specified Ensure progress towards the outcome required by the users remains consistent Promote and maintain focus on the desired project outcome Ensure that any user resources required for the project are made available Approve Product Descriptions for those products that act as inputs of outputs (interim or final) from the supplier function or will affect them directly Ensure that the produces are signed off once completed Prioritise and contribute use opinions on Project board decisions on whether to implement recommendations on proposed changes Resolve user requirements and priority conflicts Provide the user view on Follow-on Action Recommendations Brief and advise user management on all matters concerning the project Senior Supplier(s): Kirona; Civica APP Key Role: Represent interests of those designing, developing, facilitating, procuring, implementing and possibly operating and maintaining the project products. Has accountability for the quality of products delivered by the supplier, with authority to commit to acquire supplier resources. Specific Responsibilities: Agree objectives for supplier activities Ensure progress towards the outcome remains consistent from the supplier perspective Promote and maintain focus on desired project outcome from the point of view of supplier management Ensure that the supplier resources for the project are made available Approve Product Descriptions for supplier products Contribute supplier opinions on Project Board decisions on whether to implement recommendations on proposed changes Resolve supplier requirements and priority conflicts Arbitrate on, and ensure resolution of, any supplier priority or resource conflicts Brief non-technical management on supplier aspects of the project Page 9 of 16

12 3.4.5 Project Manager(s): Laura Humphreys (BMBC); Gary Heane (SCC) Key Role: Authority to run project day-to-day on behalf of the Project Board within constraints laid down by board. Prime responsibility is to ensure the project produces the required products, to the required standard and within the specified constraints of time and cost. Also responsible for the project producing a result that is capable of achieving the benefits defined in the Business Case. Specific Responsibilities: Manage production of the required products Direct and motivate the project team Plan and monitor the project Agree any delegation and use the Project Assurance roles required by the Project Board Produce the Project Initiation Document Prepare Project, Stage and Exception Plans in conjunction with Team Managers Manage the risks, including the development of contingency plans Take responsibility for overall progress and use of resources and initiate corrective action Responsible for change control and any required configuration Prepare and report to the Project Board through Highlight Reports and End Stage Reports Liaise with the Project Board to assure the overall direction and integrity of the project Agree technical and quality strategy with appropriate members of the Project Board Prepare the Lessons Learned Report Prepare any Follow-on Action Recommendations required Prepare the End Project Report Identify and obtain support and advice required for management, planning and control Responsible for project administration Liaise with any suppliers or account managers May also perform Team Manager and Project Support roles Project Team The Project Team consists of the Project Board Members plus Project Support Officer(s), Work stream Leaders and Teams; Project Support Officers and those employees who are charged with delivering the project proof of concepts Project Support Technical: Steve Snell (BMBC); Tom Dodd (SCC); Supplier(s) Specific Responsibilities: Provision of technical solutions, advice and guidance to work stream leaders Produce technical highlight reports for Project Board submission Page 10 of 16

13 3.4.8 Project Support (Admin): To be agreed Specific Responsibilities: Administer change control Set up and maintain project files Establish document control procedures Compile, copy and distribute all project management products Collect actual data and forecasts Update plans Administer the quality review process Administer Project Board meetings Assist with the compilation of reports Specialist expertise (e.g. training) Creation of document library and operation of document control system Board Meetings Board Meetings, Chaired by the Project Executive and attended by the Project Board members are designed to provide a forum for: Discussing and agreeing the deliverables of the Project Ensuring that Stakeholder interests in the Project are satisfied Communicating Project progress Ensuring those staff affected by Project are represented Ensuring that the Change Management consequences of changing processes and structures are discussed and agreed Receiving highlight and exception reports Project Assurance Project Assurance covers all interests of the Project including business, user and supplier. The following Project Assurance responsibilities are the responsibility of the Project Board: Maintenance of thorough liaison throughout the Project between all involved in its delivery User needs and expectations are being met or managed Risks are being identified and controlled Adherence to the Business Case Assessment and reassessment of value-for-money Fit with the overall corporate strategy Page 11 of 16

14 The right people are being involved An acceptable solution is being developed The Project remains viable The scope of the Project is not creeping upwards unnoticed Focus on the business need is maintained Internal and external communications are working Applicable standards are being use Any legislative constraints are being observed The needs of specialist interests (for example, Health and Safety) are being observed Adherence to quality assurance standards Any contractual arrangements have been properly entered into and are in accordance with Standing Orders and Financial Regulations Robust arrangements exist to monitor and report on the costs of the Project Page 12 of 16

15 3.5 Communications Plan The communications plan defines all parties with an interest in the Project and the means and frequency of communication between them and the Project. Comms PID Business Case Highlight reports Project Board Minutes Risk Log Issues Log Exception Reports Work stream meeting mins Interim Project Report Final Project Report Hand-Over Report Interested party 05/06 11/05 M1 M1 M1 AR AR W1 12/06 04/07 04/07 RCE Y Y Y Y Cabinet CMT Y Y Prog Board Y Y Y Y Y Y Y Project Board O O Y O O Y Y Y O O O NOMAD Forum Y Y Y DCLG Y Y Y Y Project Support Y O Y Y O O Y Y Y Y Workstream Leads Y Y O Y Y O O O Y Y Y Abbreviation Definition M1 AR W1 Y O Produced monthly Produced when issues arise or exceptions need recording as work progresses within the work streams Produced weekly Yes i.e. interested party requires this communication Owner i.e. Interested party is responsible for producing and distributing this communication Communication approach will be to all interested parties identified in the matrix above. Page 13 of 16

16 3.6 Quality Plan The Project Quality Plan defines how the project will meet stakeholder Quality expectations. It identifies the techniques and standards to be used. The plan also identifies Quality responsibilities for the project. Ultimately it is the responsibility of the Project Board to ensure that quality expectations and acceptance criteria as defined below are met Quality Expectations Within projects, quality is a question of identifying what it is about the project s products or services that make them fit for their purpose of satisfying stated needs. Projects should not rely on implied needs. These lead to uncertainty and, as such, are of little use. Quality expectations could be considered under a number of headings, such as: functional requirement; performance; practicability; security; compatibility; reliability; maintainability; deployment capability; flexibility; clarity; comparison to another product; cost; implementation date. Stakeholder expectations are primarily around learning experience and efficiency gains from use of mobile working within Local Government. Consequently, quality measures will largely be focussed on reports, statistics and benefits statements, and quality expectations are therefore centred on performance and costs. An area of particular importance for quality expectation is the deployment capability of the proof of concept Acceptance Criteria The acceptance Criteria defines in measurable terms what must be done for the final outputs or outcomes of the project to be acceptable to the stakeholders of the project: Target Dates Major Functions Performance Levels Capacity, Accuracy Availability, Reliability Development Cost Running Costs Security Ease of Use Timings Criteria should be measurable. Each criterion should be individually realistic. The criteria as a group should be collectively realistic, for example, high quality, early delivery and low costs may not go together. The acceptance criteria should form a complete list of criteria to define what will constitute a product acceptable to the major stakeholders. Page 14 of 16

17 Criteria 1: Fully working e-script Suitable evidence of meeting the acceptance criteria would include the ability to: Input inspection findings directly into a user friendly front office system, independently from the back office system Produce documents on-site Perform a full remote integration into the back office system, ensuring data is transferred direct, with no double entry Criteria 2: Fully working dashboard Suitable evidence of meeting the acceptance criteria would include the ability for: Officers to log in and out of a simple web page from home, office or site Users to view other users work status at any time The system to generate time sheets directly from recorded system details A full range of panic and programmable alarms SMS broadcasting to teams Instant messaging to teams GPS functionality Criteria 3: General System deliverables Suitable evidence of meeting the acceptance criteria would include the ability to remotely: Access network files for viewing and updating Send and receive s Access web pages and on-line statutory/professional documentation Receive jobs and update the back office system with action taken Access the back office system for updating and retrieval of information Print documentation which meets the needs of the related work area The sending and receiving of information shall be in real time, manually when required or the data stored and then downloaded when connected to a broadband connection or back in the office. Page 15 of 16

18 3.7 Controls Project Level Reporting The Project Managers will provide regular (monthly) highlight reports to the Project Executive. The Project Board will meet at key milestone dates to review progress and to sign-off progression to the next stage of the plan. These dates will be agreed between the Project Executive and Project Managers and will be documented within the Project Plan Stakeholder Reporting As detailed in the Communication Plan, the Project Executive will provide highlight reports to the Regional Centre of Excellence at the end of key milestone events. Regular reporting within each Council will take place through existing Corporate Management reporting structures Project Level Exception Process Project and Stage Tolerances are to be agreed between the Project Executive and the Project Managers and will be documented within the Project Initiation Document. The Project Managers will instigate the Exception Process as soon as agreed tolerances are forecast to be exceeded and cannot be rectified e.g. if the project costs are likely to increase dramatically or a deadline will not be met. The Project Managers will complete an exception report and exception plan and present it to the project board at an exception assessment Document Control Change Process The control, maintenance, publication and distribution of Project Initiation Documents are the responsibility of the Project Managers. To facilitate continuing quality improvement, this document will be subject to periodic review, to ensure that it reflects the current working practice. The document review should consider the content and/or need for each section and determine if any changes or new sections are required. When the document has been approved it will be lodged with the Project Managers. In the event of amendments the document will not be re-issued. All names on the circulation list will be notified that the document has changed Documentation Standards This section is intended to provide a guide to the documentation standards and should be adhered to for all internal and external communication when working on this Project. All documents will be dated, titled, page numbered and referenced. All documents with the exception of correspondence will have issue control (draft or final and version number). Only when a document has been reviewed and is ready for formal distribution should it be given an issue number. When distributed, a list of recipients will be recorded within the body of the document. Page 16 of 16