1. EST102: 1st Feb to 12th Feb Feb 2018: 10 day Standstill
EST102 & EST103 Estates Capital System Procurement & Implementation Project Report 02/02/18 R A G
Project Sponsor & Business Lead : Anna Stamp & Jane Johnston
Business Project Manager: Jane Cameron
IS Estates Programme Manager: Derrick Matheson
IS Project Manager & BA: Lyn Thomson
LATEST ACHIEVEMENTS
ACHIEVEMENTS
EST102: 17th Jan 2018: Formal agreement at Estates Tender Review Panel to appoint recommended preferred supplier.
EST102: 30th Jan: Feedback on content of decision letters to unsuccessful vendors.
EST102: 31st Jan: Analysis of preferred supplier responses to inform Ts & Cs. (Assistance on InfoSec from Alistair Fenemore)
EST102: 30th Jan 2018:  Notify vendors of decision.
EST103: 31st Jan: Redraft of plan in light of selection of preferred supplier.
NEXT STEPS
EST102: 1st Feb to 12th Feb Feb 2018: 10 day Standstill
EST102: 9th Feb: Prepare matrix of success criteria for stage payments to inform Ts & Cs
EST102: 12th Feb 2018:  Indicative Contract Award.
EST102: 12th Feb to 9th Mar 2018: Negotiation of contract Ts&Cs
EST102: 9th Mar 2018:  Final Contract Award
EST103: 29th Jan to 7th Feb 2018: Refine IS resource plan
EST103: Early Feb 2018: Further engagement meetings with IS team leads.
EST103: Late Feb: Formal meeting with IS Section Heads.
MILESTONES
Baseline
Actual/ Predicted
EST102 ITT Issued
27/07/17
EST102 Responses from Vendors Received
21/08/17
EST102 Notify Vendors of Decision
13/10/17
31/01/18
EST102 Indicative Contract Awarded
24/10/17
12/02/18
EST102 Contract Finalised
17/11/17
09/03/18
EST102 Project Close
30/3/18
30/03/18
EST103 Initial Planning & Project Brief
29/09/17
10/11/17
EST103 Strategy & Planning Phase 1 & 2 Stage 1(end of planning stage)
EST103 Design & Build Phase 1 Stage 2
29/06/18
EST103 Transition & Early Life Support Phase 1 Stage 3 (end of execute stage)
31/08/18
EST103 Handover to Ops Phase 1 Stage 4 (End of Delivery stage)
31/10/18
EST103 BAU Operation Phase 1 Stage 5 (Project Close)
30/11/18
EST103 Phase 2
31/01/19
RISKS & ISSUES
ISSUE 1: Late completion of procurement will delay implementation: Minimum of 6 weeks delay to EST103 including Delivery Packages GoLive. We started “generic” planning and design in advance of knowing the identity of the application that will be installed to smooth and speed the implementation.
RISK 2: Too much change happening at the same time in Estates limiting the availability of Estates Resource at the right time: Good governance and stakeholder management.
RISK 3: Unable to recruit new staff into Estates in time to support the new operating model which is required to successfully transition to the new application: Working on TOM, roles & responsibilities matrix leading to gap analysis to identify existing colleagues that can cover the work were possible.
RISK 4: Existing data will not be of required quality to migrate to the new system: Thorough data analysis   exercise supported by 3rd party experience, early start to data cleansing, clear plan for cut-over.
RISK 5: Technical Integrations may be more extensive & difficult than expected: work with identified third party supplier as early as possible to understand the number of integrations required and options. Set expectations with the business.
RISK 6: 3rd party risks –   cultural, relationship, availability: Full OJEU procurement exercise (EST102) and contract, Support agreement, Hosting agreement, focus on   experience of 3rd party team during the procurement cycle.