1. Project Governance Structure
Information Systems
Prioritisation Group (ISPG) or
ITMT (IT Managers’ Meeting)
Project prioritisation, approval and funding
Academic Board
(if applicable)
Steering Group
Strategic direction
and advice
VCEG & Project Sponsor
Project Manager:
Business PM and/or ISS PM
Project Delivery Group
Operational direction
and oversight/control
Project Sponsor/Senior User/Senior Supplier
Work stream Lead
Work stream Lead
Work stream Lead
Work stream Lead
Project Delivery

2. Project Roles & Responsibilities
Key Responsibilities
Project Sponsor
Ensuring the project is focussed on achieving its objectives, overseeing progress and resolving escalated issues.
Project Steering Group
Set overall strategy and direction.
Project Delivery Group
Oversee progress of the project, provide guidance and direction on key decisions, ensure required resources are committed. Takes ownership of actions if escalated by PM regarding change, risk and issue management.
Project Manager
Manage the day to day running of the project and delivery of agreed deliverables to the required quality within specified time. Responsible for regular reporting to the sponsor and steering group on progress, escalation of key risks and issues and cost tracking and reporting. Co-ordination of regular and effective communications.
Work stream Leads
Responsible for successful delivery of the agreed actions within the project work stream, reporting on progress to the Project Manager, and escalating risks and issues as appropriate.

3. ISPG
The highest level governing body for Information Systems is the Information Systems Prioritisation Group (ISPG)
ISPG is comprised of VCEG members and other senior management from Faculties and Corporate Services across the University.
ISPG meet on a quarterly basis, usually Sep/Dec/Mar/Jun, and prioritises, approves and funds projects based on business cases submitted to the meeting.

4. Steering Group ToR
The Project Steering Group is responsible for overseeing the strategic direction of the Project. Members will be expected to:
Advise on the strategic direction and implementation of the project, including strategies, policies, communications, systems, processes and business change across all areas impacted by a project.
Make decisions with regard to the delivery and quality of all items included in the project scope.
Approve all major plans and authorise escalated deviation from agreed plans.
Receive and review progress reports from the Project Manager.
Provide academic input and make reports to relevant academic boards.
Be accountable for the success of project.
To consider and recommend strategies for the continuation and development of the project after the life of the project.
The Steering Group will meet intermittently, ie as and when required and on specific issues that the PDG can not deal with alone.

5. Project Delivery Group (PDG) ToR
The Project Delivery Group is accountable to ISPG for the success of the project and the realisation of the benefits outlined in the business case. Members will be expected to:
Represent the interests of all stakeholders in the project
Support the operational delivery of the project
Take ownership of exceptions and escalations
Commit the resources necessary to successfully complete the project
Provide input and insight to project documents and plans
Ensure effective decision making for
Risks, issues and changes
Quality control and project assurance
Support the Project Manager through effective communications with all impacted stakeholders and providing unified and consistent direction for the project
Take ownership of continued benefits realisation after the project closes
The PDG will meet regularly, dependent on the stage of project, but during implementation stage it is likely to be fortnightly.

6. Project Steering Group
Forum
Purpose
Attendees
Commitment
Steer-ing Group
Set overall strategy and direction; academic involvement
Final arbitration for change requests (scope/cost etc), decisions, approach etc before escalation to ISPG
Ownership of delivery of project solution;
Advise / support Project Sponsor;
Advise on communication and business change;
Escalation point for Project Sponsor.
VCEG Project sponsor (on ISPG)
PDG Lead – Project Sponsor
Other members depending on areas affected by the project:
Central services person(s);
Business process owner(s);
Schools / Faculties; Suppliers
Internal – Head of IS, IT Director (by exception)
External – TBC
Invitees for specific points
(Overall) Project Manager
Quarterly meetings/or when required
Standard agenda
Supported by Project Manager

7. Project Delivery Group ToR
Forum
Purpose
Attendees
Commitment
Project Delivery Group
Support for operational delivery of the project
Scope / timetable / resource / progress and budget
Management of change, risks and issues within tolerances
Approach and quality ie fitness for purpose, benefits realisation plan
University wide comms
Escalation point for PM
Project Sponsor (as representative of VCEG Sponsor)
Senior User(s), either Central Services or Faculty
Senior Supplier, ie IS SGL, Head of IS (by exception)
Project Manager business
Project Manager systems
Invitees (topic specific)
Regular meetings, dependent on stage of project, likely fortnightly
Standard agenda
- Progress
- Finance
- Risks / Issues
- changes
AOB
Supported by Project Manager
Detailed Governance Pack available online at

8. Business and ISS PM Working with a Business Project Manager
The Business PM has overall PM responsibility for the project
ISS PM will be reporting to the Business PM
ISS PM role in that case is managing the IT work package of the project
Business PM’s main focus should be on business change management and business communications so ISS PM can concentrate on project management of IT deliverables
Business and ISS PM agree at the outset how to work together and clearly define the boundaries of ISS PM’s responsibilities and duties for the PDG