Approved
UNIVERSITY OF ESSEX
PROJECT COORDINATION GROUP
10 July 2014
(2pm – 4.30pm)
MINUTES
Chair
Nicola East (NE)
Present
Marc Albano (MA), Emma Hardy (EH), Peter Luther (PL), Richard Murphy (RM),
Maxwell Stevenson (MS), Richard Stock (RS), Sonia Virdee (SV)
Secretary
Clare Hornsby (CH)
1
Apologies
Noted
2
198/14
NE had been appointed to the role of Assistant Registrar and therefore JL would
represent CER at future meetings of PCG.
199/14
MS, the Learning and Development Manager, would attend future meetings of PCG
on behalf of JA, alternating with another member of staff from the Learning and
Development section.
200/14
Minutes of the last meeting, 15 May 2014 (PCG/14/47)
Approved
3
Jo Andrews (JA), Bernarde Hyde (BH), James Lewis (JL), Zoe Manning (ZM),
Bryn Morris (OBM), Tracy Robinson (TR), Jane Wright (JW)
The minutes of the meeting held on 15 May 2014.
201/14
Matters arising from the minutes (PCG/14/48)
Noted
The matters arising from the May meeting of PCG were approved as correct, and
progress was noted.
202/14
The timescale for action 150/14 had been revised from July 2014 to September 2014
as a result of SUMS availability.
203/14
4 SUMS activity 2013-14
a) SUMS review of JACS Codes: a closure report (PCG/14/49)
Noted
Agreed
Action had been taken or was planned in relation to each of SUMS’
recommendations. Clear guidance had been developed to help academic
departments review and/or allocate JACS codes to undergraduate courses however
further communication would be supported, to ensure all departments were engaged
with this process.
204/14
The Academic Standards and Partnerships Office could check the allocation of JACS
codes to undergraduate courses as part of the routine periodic review process.
205/14
That the closure of the SUMS review be approved.
206/14
b) SUMS review of MIS working practices: a progress report (verbal update)
Noted
In March 2014 it was agreed that an updated progress report would be submitted to
the July meeting of PCG, and then at six monthly intervals, until the completion of the
project.
207/14
Agreed
Limited progress had been made in the recent six months, in relation to the
implementation of SUMS’ recommendations, because MIS resources had been
focused on the delivery of strategically important projects such as the SharePoint
upgrade. There was however consensus within ISS that progress had been made in
many areas.
208/14
A timeframe for action 78/14 should be revised to September 2014.
209/14
Action: CH
The original sixth monthly reporting schedule (January and July) should be
maintained going forward until the completion of the project.
210/14
c) An update on the 2013-14 programme of SUMS activity (PCG/14/50)
SUMS review of IT financial management, payment and deployment
Noted
The amount of additional SUMS resource required to support the implementation of
recommendations would not be known until the autumn term 2014-15.
211/14
SUMS review of the shape and structure of the academic year
Initial findings from the SUMS review would be shared with the Deputy Academic
Registrar in advance of the new academic year. The SUMS report and associated
management response would be submitted to a meeting of PCG in the autumn term
2014.
212/14
SUMS review of MIS systems viability
An update would be provided under agenda item 6.
213/14
SUMS review of management information
Agreed
Work was underway to scope a project that would not exceed five days of SUMS
consultancy time however it was recognised that the review would not be completed
in advance of the 2014-15 academic year.
214/14
In December 2013 PCG agreed to add the review of management information to the
programme of SUMS activity for 2013-14, noting that it would bring the University’s
consultancy requirements to 55 days, against a normal entitlement of 40 days. For
this reason it was not known whether the consultancy time could be carried over into
2014-15.
215/14
Action 156/14 should remain on the action log with a revised timescale of October
2014.
216/14
Action: CH
The SUMS report on the review of the shape and structure of the academic year,
and associated management response, should be submitted to the October 2014
meeting of PCG for consideration.
217/14
Action: RS
An update on the SUMS review of management information should be submitted to
the October 2014 meeting of PCG for consideration.
218/14
Action: MA
d) SUMS review of work based learning (WBL) (PCG/14/51)
Noted
The Academic Quality and Standards Committee had considered the SUMS report in
June and recommended that a proposal be submitted to PCG in due course, in order
that a full plan for shaping the future of WBL at Essex could be developed. A
mandate request was expected to be submitted to PCG in the autumn term 2014.
Consideration would need to be given to the level of financial and staff resource
required to deliver the project.
219/14
The outcome of the review had not yet been communicated widely across faculties. It
was suggested that some of the issues identified in the report would be addressed
through the new faculty and Employability and Careers Service structures, and
Curriculum Review.
220/14
WBL had historically been organised at a local a level however PCG did not consider
this to have been clearly reflected in the review findings. The report’s observation on
WBL fees in the sector was noted.
221/14
e) The 2014-15 programme of SUMS activity (discussion)
Noted
This matter was discussed under agenda item 5. Paper PCG/14/42 was used to
prompt discussion and thinking on this matter.
222/14
5 Potential projects identified through the annual Professional Services planning process
(PCG/14/52)
Noted
Agreed
Not all of the potential projects identified through the annual Professional Services
planning process would be developed into project mandates during 2014-15. PCG
approval and oversight would be required for non-systems projects that would draw a
significant amount of resource from across Professional Services. Paper PCG/14/52
would be circulated to Heads of Professional Services for comment following this
meeting.
223/14
PCG would like to receive updates on the progress of Curriculum Review as this
could prompt systems developments or projects. There was also potential for a
project relating to the Student Assessment of Modules and Teaching (SAMT) during
2014-15, following the recent review of University policy and practice which included
a centralised approach to toolkits.
224/14
It was not clear which projects from the list could obviously benefit from a SUMS
review or consultancy, however potential projects that may benefit from a lean
approach were identified as:
225/14

Automated course approval tracking system (Academic Section service plan,
page 3, action 3).

The enhancement and development of IT systems and tools to support Quality
Assurance (QA) processes and procedures (Academic Section service plan,
page 7, action 4.1).
The report provided a good overview of potential and forthcoming projects and
should become an annual agenda item.
226/14
The annual planning process documentation for professional services and academic
departments should be amended to capture details of forthcoming projects, and
processes which could benefit in part or whole from SUMS review or consultancy,
and/or a lean approach.
227/14
Action: SV
The 2014-15 annual report should be extended to include potential and forthcoming
projects identified by academic departments during the annual planning process.
228/14
Action: SV
The spring 2015 report to Senate on the University’s Curriculum Review should be
circulated to members of PCG for information.
229/14
Action: RS/CH
Details of the CRM project outlined in the CER service plan should be provided.
230/14
Action: NE
SUMS should be contacted to determine if they had previously considered the
enhancement and development of IT systems and tools to support QA processes
and procedures, on behalf of other Higher Education Institutions (HEIs).
231/14
Action: CH
Details of the SUMS programme of activity for 2014-15 across all member
institutions should be requested.
Action: CH
232/14
6 Review of MIS development tools (PCG/14/53)
Noted
Agreed
PCG thanked the Head of MIS for a clear and balanced paper which addressed the
questions posed at the group’s meeting in January 2014.
233/14
CBSSG had considered the paper in May and recommended that the University
retain current practices and in-house systems so that the organisation could continue
to be responsive and flexible.
234/14
As an amendment to the recommendations set out in the paper, it was proposed that
the potential for external development of in-house systems should not be precluded.
It was recognised that if the University were to retain an in-house system, the
approach would need to be reviewed again if the number of HEIs operating in-house
systems reduced.
235/14
The University should continue with development and maintenance of its Essex
Student Information System (ESIS) and associated applications, but should explore
options for development to be undertaken in partnership with external organisations
on a routine basis, rather than via consultancy on specific projects.
236/14
Recommendations (a) to (f) were therefore endorsed with an amendment to (a),
meaning that:
237/14
‘a) the University should continue with its development and maintenance of the
Essex Student Information System (ESIS) and associated workflow systems;
b) the University should provide an appropriate level of investment in the in-house
software developer resources including additional resources where there is need for
greater throughput;
c) MIS should continue to adopt as appropriate upgrades to the Uniface development
environment and monitor possible alternatives;
d) MIS should continue to use other technologies (such as .NET and SharePoint) for
student facing aspects of the student information systems;
e) Professional Services stakeholders in student information systems should improve
feedback mechanism to obtain the views of end-users about system improvements,
particularly staff in departments and, where appropriate, students;
f) ISS should monitor developments in the sector, including the work of the JISC and
the Kuali Foundation.’
Opportunities to work with companies such as the Kuali Foundation
[http://www.kuali.org] should be monitored and PCG continue to receive information
on sector developments from the Director of ISS.
238/14
7 Reporting and management of ISS project and enhancement resources (PCG/14/54)
Noted
Agreed
PCG welcomed the presentation of ISS project and enhancement resource
information, which would continue to be developed over time. The content of the
report would be extended to include information on the balance of activity by
department/section, in response to a request made at the June meeting of CBSSG.
ISS had agreed to submit reports to CBSSG twice annually, in January and July.
239/14
The implementation of an IT service management system would enable ISS to
capture and track enhancement requests, thereby making it easier to report this
information to PCG and its sub-groups.
240/14
The colour coding in Appendix B should be clarified in future reports.
241/14
Action: RM
A report should be submitted annually to the July meetings of PCG.
Action: RM
242/14
8 An update on the University’s lean review capacity and anticipated programme of activity for
2014-15 (PCG/14/55)
Noted
Agreed
The paper provided a helpful and informative summary of planned and completed
activity. Problems obtaining centrally bookable rooms that were of an adequate size
and configuration were noted. Unfortunately PCG had no space it could fund or
allocate.
243/14
The Research and Enterprise Office, Essex Business School and Human Resources
had already identified a number of processes that could benefit from a lean review
during 2014-15. Having a number of facilitators available within the University to
support lean reviews in different sections was recognised as a valuable resource.
244/14
That the recommendations set out in paragraphs 25 to 31 be endorsed.
245/14
Heads of Professional Service and the Faculty Managers should be contacted in
order to inform the development of the lean activity schedule for 2014-15. The full
quota of lean resource (ten full day and ten half day reviews) should not be
committed in advance of the forthcoming academic year to enable the Lean Hub to
respond to in-year demand.
246/14
Action: Debbie Brooke (DB)
A draft schedule should be submitted to the October meeting of PCG for the group’s
information.
247/14
Action: (DB)
9 PCG sub-group arrangements (PCG/14/56)
Noted
Agreed
A proposal to merge and consolidate the two sub-groups of PCG into a single subgroup had been considered at the June meetings of ASSG and CBSSG. Feedback
from both groups and the incoming Pro-Vice-Chancellor (Education) helped inform
the development of the proposal and resulted in the proposed name and
membership of the group being revised.
248/14
The rationale for proposing a single PCG sub-group with revised membership was
summarised. One query which had been raised related to the specific representation
of the Student Support Office. As representatives of their faculty or section, members
of the sub-group would be expected to consult with relevant colleagues on matters of
committee business in advance of meetings. The views of Student Support would
therefore be communicated by the Academic Section representative, the Systems
Administration Manager.
249/14
A further query related to the desire to minimise overlapping membership between
the two groups, which was potentially an issue for key services such as ISS and
Learning & Development. To this end, the Director of ISS was content to receive
electronic copies of the sub-group papers, having noted that staff from across the
organisation could be invited to attend meetings, or speak to specific agenda items,
when deemed appropriate by the Chair of the sub-group.
250/14
It had been suggested that the Deputy Dean (Education), Faculty of Humanities,
represent the incoming Pro-Vice-Chancellor (Education) at meetings of the subgroup, although this was not considered necessary by PCG.
251/14
It had been difficult for academic members of staff to regularly attend meetings of
ASSG during 2013-14 as a result of timetabled teaching events. It was suggested
that the Executive Deans nominate two members of staff from different departments
within each faculty, to share attendance at meetings of the sub-group, as determined
by their availability. This would increase academic representation, and promote the
work of PCG and the visibility of projects more widely across the University
community.
252/14
That the Academic Services Sub-group (ASSG) and the Corporate Business
Systems Sub-group (CBSSG) be disbanded and replaced by a single PCG subgroup, the Systems and Academic Projects Board (SAPB) from 2014-15.
253/14
The membership of the SAPB should be revised to include:

a single representative from the Academic Section: the Systems
Administration Manager

a representative from Learning and Development: to be nominated by the
Head of Learning and Development

two representatives from ISS: the Head of Management Information
Systems and the ISS Customer Service Manager

two members of academic staff from different departments within each
faculty, nominated by the respective Executive Deans (one each to attend
each meeting)
254/14
Action: CH
That the Terms of Reference and membership be approved subject to the
amendments noted above.
255/14
A report on the implementation and operation of the SAPB should be submitted to
the July 2015 meeting of PCG, so that PCG may assess the effectiveness of the
Board and take a view on future sub-group arrangements.
256/14
Action: CH
10
Process for capital project approval (verbal update)
Noted
Agreed
A planned paper outlining the two stage approval process for projects that would be
funded from the University’s Capital Investment Fund, but approved by PCG for
implementation, was not available for consideration. A number of governance issues
required resolution in light of PCG’s decision to approve the establishment of a single
sub-group, the Systems and Academic Projects Board.
257/14
A single project mandate template would be developed for submission to the Capital
Planning Group and Project Coordination Group, so that financial endorsement and
project approval could be sought from the respective committees in an efficient
manner.
258/14
The approval process for projects funded from capital and revenue budgets should
be considered in light of the establishment of the SAPB and to ensure the process is
efficient and not overly bureaucratic.
259/14
Action: SV/ MA
The process for capital project approval should be added to the September 2014
PCG meeting agenda.
260/14
Action: CH
11
Requests for project mandate
a) The criteria for determining a projects priority ranking (PCG/14/58)
Noted
The criteria for determining a project’s priority ranking was noted.
261/14
b) Combined Essex Data Reporting Service (CEDRS) (PCG/14/59)
Noted
The project sought to improve the University’s infrastructure to enable the production
of improved performance data. The project would also make financial management
information more easily accessible. There were links between this project and the
Interactive Student Projections Information and Agresso projects, in that CEDRS
would provide a combined platform and reporting toolkit for these projects to use.
262/14
The Capital Planning Group (CPG) had endorsed the allocation of £300,000 from the
University’s capital budget to fund the project during 2014-15.
263/14
There was a typographical error in section 5 of the proposal; the project timetable
should have read:
Agreed

Summer 2014 – detailed project proposal

Autumn 2014 – tender process, technical design…
264/14
That the project be mandated with a 3-2 priority ranking.
265/14
The full project proposal should be circulated electronically to members of PCG over
the summer period for consideration for approval for implementation.
266/14
Action: Ray Lashley (RL)/ CH
c) Reinstallation of Agresso (PCG/14/60)
Noted
Agreed
The project would not require a major reinstallation of Agresso as the project title
suggested, but rather a revitalisation of the system, which would deliver a significant
benefit to the University. For example, the Chart of Accounts would be reviewed and
revised in order to design a technical solution to facilitate accounting and reporting
needs.
267/14
CPG had endorsed the allocation of funding from the University’s capital budget to
fund the project during 2014-15.
268/14
That the project be mandated with a 3-3 priority ranking.
269/14
The full project proposal should be circulated electronically to members of PCG over
the summer period for consideration for approval for implementation.
270/14
Action: MA/ CH
d) Web presence regeneration project (PCG/14/61)
Noted
Agreed
The project timetable would need to be updated. The Director of ISS would discuss
opportunities to recruit a Project Manager over the summer with the Registrar and
Secretary to ensure the matter was progressed quickly. It was noted that the full
project proposal could not be developed until a Project Manager was in post.
271/14
CPG had endorsed the allocation of funding from the University’s capital budget to
fund the project during 2014-15.
272/14
That the project be mandated with a 3-3 priority ranking.
273/14
e) Research Management and Administration System (RMAS) (PCG/14/62)
Noted
12
The project was mandated with a 3-2 priority ranking at the March 2014 meeting of
PCG. The mandate was resubmitted for PCG’s information following CPG’s decision
to endorse the funding of this project from the University’s capital budget.
274/14
Projects for approval for implementation
a) CV builder (PCG/14/63)
Noted
The project had been mandated by PCG in January 2014 with 2-2 priority ranking.
The full project proposal had been considered at the June meeting of ASSG.
275/14
PCG noted that the required staff resource had not been secured and were
concerned that the level of resource had been underestimated. Although ASSG had
been assured that opportunities to utilise the recently purchased Career Hub system
had been explored, it was not clear why the system was not suitable. Further
information on the strategic approach to securing student awareness and
participation would be welcomed.
276/14
Agreed
The project proposal should be referred back to the Project Manager for further
development in light of PCG’s feedback. A revised project proposal should be
submitted by January 2015.
277/14
Action: CH
Opportunities to use the Career Hub system should be explored, and the rationale
for using this or an alternative system should be explained in the revised project
proposal.
278/14
Action: Ben Steeples (BS)
b) Higher Education Achievement Report (HEAR) (PCG/14/64)
Noted
The project had been mandated by PCG in March 2014 with 3-3 priority ranking. The
full project proposal had been considered at the June meeting CBSSG.
279/14
Colleagues in the Change Team were thanked for developing the full project
proposal.
Agreed
HEAR friendly programme summaries would need to be developed as part of the
project. The timing of this task would need to be carefully considered as the project
to rewrite the Course Finder text was already underway. It was suggested that the
Faculty Publicity and Promotion Officers would be well placed to create the HEAR
friendly summaries and support this area of activity.
280/14
Not all of the project objectives could be easily measured, for example the objective
quality of graduates’ job applications, but could be inferred from, in this case for
example, employed feedback and graduate employability.
281/14
That the project be approved for implementation.
282/14
c) Interactive student projections information (iSPI) (PCG/14/65)
Noted
Agreed
The project had been mandated by PCG in May 2014 with 2-2 priority ranking. The
full project proposal had been considered at the June meeting CBSSG.
283/14
The project was expected to enhance student number modelling through the
provision of granular level information and student number scenarios. Student load
modelling could be managed upon the completion of the project.
284/14
The required resource had been secured in principle pending confirmation of staff
appointments.
285/14
It was suggested that the Executive Deans would not have the capacity to attend
meetings of the steering group however they would need to receive regular project
communications. A Faculty Accountant could make a valuable contribution to the
work of the steering group.
286/14
The Head of Planning and Performance Information should contact the Senior
Faculty Manager (Social Science) to confirm how student load queries would be
dealt with in relation to the project scope.
287/14
Action: RL
The steering group membership should be revised to include a Faculty Accountant
who would replace the Executive Dean.
288/14
Action: RL
That the project be approved for implementation subject to steering group
membership being revised.
13
289/14
Progress report on the Strategic Projects Portfolio (SPP)
a) A progress report on the SPP (PCG/14/66)
Noted
Seven projects in the SPP were shown as behind schedule. Table 1 included an
update on each of these projects and PCG were assured that appropriate action had
been taken in each instance to ensure the successful delivery of the project.
290/14
Agreed
The list of mandated, approved, completed, cancelled and rejected projects set out in
Annex 1 were noted. In March 2013, PCG approved a revised completion date for
project 1206 - MIS to CMIS, however the RAG rating would not be updated until a
progress report had been considered by the new SAPB.
291/14
High level summaries of projects 1211, 1214, 1215, 1216, 1219, 1265, 1270, 1271,
1274 and the HEFCE PSS project were noted. Revised project timetables had been
proposed for the Planet FM to craft teams project (1214) and the Agresso upgrade/
Tuition fee budgeting project (1215).
292/14
The SharePoint upgrade migration had been largely successful however it
highlighted a number of new issues which had impacted on the Admissions Team
and the Academic Section. This would be investigated further by the Director of ISS.
ISS and Concentra partners were thanked for the significant amount of work they
had undertaken to date.
293/14
That the revised reporting and project milestones for projects 1214 and 1215 be
approved.
294/14
A project closure report for the SharePoint upgrade project should be submitted to
PCG in the autumn term 2014.
295/14
Action: Sharon Steeples (SS)
b) An update on previously mandated projects (PCG/14/67)
Noted
The rationale for cancelling the Electronic applicant file and agent services project
(1246), the Admissions management information project (1248) and the Scholarships
and bursary services project (1254), and for extending the Direct Admissions project
(1250) mandate for two months until September 2014, was noted.
296/14
Agreed
To approve the cancellation of projects 1246, 1248 and 1254, and to extend the
mandate for project 1250.
297/14
A full project proposal for project 1250 should be developed and submitted to the
September 2014 meeting of PCG.
298/14
Action: NE/JL
c) Revised iHR project timetable (PCG/14/68)
Noted
The proposed iHR project timetable.
299/14
Agreed
That the revised project timetable be approved for implementation.
300/14
d) Student Services Centre progress report (PCG/14/69)
Noted
14
Good progress had been made and a significant amount of work had been
successfully completed.
301/14
Projects for approval for closure
a) eProcurement (PCG/14/70)
Noted
A decision regarding the future use of the system was still to be made. It could be
necessary for the Project Manager to submit a new project mandate request if it was
agreed that the system would be rolled out across the organisation.
302/14
Agreed
That the project closure be approved.
303/14
b) Making electronic feedback effective (MEFE) (PCG/14/71)
Noted
The report was well written and it was clear that the project had made a compelling
difference to student assessment and feedback.
304/14
Outstanding and additional functionality would be delivered through the MEFE II:
Maximising engagement project.
305/14
Agreed
That the project closure be approved. The project had made a compelling difference
with regards to student assessment and feedback, and this work would be enhanced
by the MEFE II: Maximising Engagement project, which was currently underway.
306/14
c) Start your journey: skills resources for applicants to Essex (PCG/14/72)
Noted
Agreed
Feedback from participating schools had been positive and there had been over 300
registrations by prospective students for 2014 during the busy exam period. The
enthusiasm of University staff came across strongly in the content.
307/14
Front line support for Moodle X would be provided by the ISS Customer Service
Team, with the Learning Technology Team providing second line support. ISS would
work to resolve identity management issues that had been documented as part of
the project.
308/14
Refreshed content could be developed if the will and resource was available. It was
recognised that Essex 101 would quickly become outdated if it was not updated.
309/14
It would be helpful if systems could be demonstrated to members of PCG either
during or in advance of meetings, to coincide with the group’s consideration of
project closure reports.
310/14
That the project closure be approved. The project had demonstrated the potential to
make a significant contribution to the way in which the University engages with
potential students
311/14
That the link to the Moodle X course should be circulated to members of PCG.
312/14
Action: MS
15
Forthcoming projects
Noted
16
313/14
Any other business
Noted
17
There were no details of any forthcoming projects.
There were no other matters of business.
314/14
Date of next meeting
Noted
18 September 2014, 2pm to 4pm in the Vice-Chancellors Boardroom.
Clare Hornsby
Project Officer
Strategic Planning and Change Section
July 2014
315/14