1. EST102: 30th Mar 2018: Complete negotiation of contract Ts&Cs
EST102 & EST103 Estates Capital System Procurement & Implementation Project Report 02/03/18 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
EST102: 30th Jan 2018:  Notify vendors of decision.
EST102: 1st Feb to 12th 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: 20th Feb 2018: Meeting with legal to give inputs Terms & Conditions.
EST102: 26th Feb 2018: Meeting with Estates to align inputs to Terms & Conditions discussions.
EST103: 31st Jan: Redraft of plan in light of selection of preferred supplier.
EST103: Draft Resource Calculation completed and discussed with IS Section heads in early engagement meetings.
NEXT STEPS
EST102: 30th Mar 2018: Complete negotiation of contract Ts&Cs
EST102: 26th Feb to 30th March: Lessons Learned Interviews & write up
EST102: 30th Mar 2018:  Final Contract Award
EST103: 7th March: Formal meeting with IS Section Heads.
EST103: 7th March: Communications Plan
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
09/03/18
30/03/18
EST102 Project Close
14/04/18
EST103 Initial Planning & Project Brief
29/09/17
10/11/17
EST103 Strategy & Planning Phase 1 Stage 1 (end planning)
EST103 Design & Build Phase 1 Stage 2
29/06/18
EST103 Phase 1 Go Live
31/07/18
EST103 Transition & Early Life Support Phase 1 Stage 3
31/08/18
EST103 Handover to Ops Phase 1 Stage 4 (End Technology Delivery)
31/10/18
EST103 BAU Operation Phase 1 Stage 5 (Project Close)
30/11/18
EST103 Phase 2
31/01/19
EST103 Project Close
15/02/19
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.