Project to Live Service Transition Planning Tool
Introduction
Many projects that create new ways of working and new services are set up as pilots, and/or have a fixed grant
of funds (perhaps from a government scheme, a lottery fund, or a philanthropic foundation). Unfortunately, when
the money and time runs out, very often the project folds and the new service does not become operational –
even if it has been shown to be workable and delivering clear benefits. Projects involving new uses of technology
are notorious for failing to make the transition.
There can be many reasons for this failure. One common reason is simply a failure to plan the transition –
perhaps because of a focus on the technical aspects of a project to the detriment of thinking about the more
mundane but more important issues like politics, money and changing people’s behaviour. Another reason is
leaving the planning until it is too late. It is also generally hard to manage such a transition.
This document sets out a process to help project teams plan for transition to live operational service (assuming
that their project is going to demonstrate a viable and beneficial new way of working). The process complements
any effective approach to project management. It will draw on and support an evolving business case such as
one following the HM Treasury five-case model. The results are embedded in the main project plan, not kept
distinct.
The process needs to be carried out at least a year before the expected end of the project.
The process may take quite a lot of work and time. It requires a comprehensive knowledge of the project and the
operating environment into which it is delivering change, including the financial environment. Consequently it
may best be done in a facilitated group session where there are a few people involved who have different
knowledge and perspectives. It can be useful to come back to the results after a short while, with new eyes, to
validate them.
As is the way of things, sorting out the money is critical, so there must be someone involved who understands
the financial issues thoroughly.
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The Five Stage Process
Step 1: Draw Project Operating Model
Step 2: Draw Live Service Operating Model
Step 3: Identify Transition Issues
Step 4: Identify Milestones in the Transition
Step 5: Specify the Actions to Initiate Transition
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Subject to acknowledging the City of London (Digital Inclusion Team) Transition Tool as the original source:
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You may use, print, modify or copy the tool, its contents or its output or derived works.
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You may create and convey support products and may charge a fee for these.
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You may create and offer services based on the program and may charge a fee for these.
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Step 1: Draw Project Operating Model
This step involves identifying all of the organisations involved in your project, the groups of key people
(such as the clients and service deliverers), the IT and communications (ICT) systems, the relationships
between them all, and the flows of money.
These are all then drawn in a picture that describes how the project works. Have a look at the examples
later in this toolkit now to get a feel for the end product. The components of the picture are described in the
next slide.
The art is to make it comprehensive, but lay out the picture so that it is clear. You may find it easier to start
with a whiteboard or large sheet of paper rather than do it directly in PowerPoint, but that is up to you.
The process works best if done by a small group of people who between them have a complete
understanding of the project and the context of the service being provided and the organisations involved.
But one person only should do the drawing!
Start by identifying the organisations involved, then the groups of people, and then the ICT systems. Draw
them on your whiteboard or whatever, using the shapes described below. Position them relative to each
other roughly according to how closely they relate to each other in real life.
Then use the various types of connectors shown below to draw in lines representing the relationships
between the items. You can use text to label a relationship, but use just one or two words. You don’t have to
get into too much detail about the relationships or label everything – it makes the picture too messy. Except
for the flows of money: you must be very precise about those, which is why we recommend using a
separate key.
Drawing the picture in PowerPoint makes it easy to change the layout and edit it. Also, you can use the
pictures in this toolkit as a starting point.
When you go back to look at your picture the next day, you will almost certainly spot things that are missing
or need to be changed, which is why it is useful to do them this way.
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Key to Components of Operating Model Pictures
To draw your operating model pictures we recommend using three PowerPoint Basic Shapes, five types of
Connectors, and Text Boxes. Note that in PowerPoint, Connectors are different to Lines: they are much more
useful as you can “stick” them to the side of a Basic Shape and they stay stuck there when you move the Basic
Shape or Connector around or resize it. You click and hold on the end of a selected connector and drag it to the
middle of the side of the Basic Shape, when blue dots appear to show up the “sticking points”. You can also
drag the middle of an Elbow or Curved Connector around to avoid it crossing over other bits of the picture.
Text Box: label for
money flow
Rectangle Basic
Shape: organisation
Straight Arrow Connector
Dashed : direction of
money flow
Elbow Arrow Connector:
management of ICT
system
Hexagon Basic
Shape: ICT system
£A
ABC
DEF
System
X
Curved Connector:
evaluation data
collection
Curved Double-Arrow
Text Box: label for
relationship
Recording
Connector: interaction
with ICT system
GHI
Agents
Key to money flows:
£A – £25k to fund a project manager, PCs, and
web design
Text Box: explanation
of money flows
Service
Client
PQR
Straight Connector:
relationship – specified or not
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Rounded Rectangle
Basic Shape: person
or group of people
Drawing Components of Operating Model Pictures
The easiest way to use the recommended components to draw your own model pictures is to copy the set
from the previous slide, or one of the examples that follow, and paste them into your own slide. Then copy &
paste individual ones, move them around, join them to each other, and edit them to create the picture.
To edit any of the text in a Basic Shape or Text Box, either click directly on the text, or Select the box, Right
Click, and choose Edit Text (or Add Text if there is none yet).
To change the type or style of a Connector, Select the Connector, Right Click and choose either a different
type of Connector (Straight, Elbow, or Curved), or Format AutoShape… to, for example, add arrows or make
it dashed.
If you want to create your own similar components from scratch, here’s how:
From the Menu Bar choose View-Toolbars and select Drawing
On the Drawing Toolbar, click on AutoShapes
Click on Basic Shapes for the selection of box shapes and Connectors for the selection of lines
To change the formatting of a line or box, e.g. to a dashed line, right click on it and select Format
AutoShape
Right Click on the box and select Add Text
Type in name; resize box as necessary
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Example - eClinics Proof of Operations Project
£A
N Lincs
DIU
SHA
£B
DoH
BT/
CSR
IAPT
RDaSH
FT
BT/
NGCC
£C
Web
I/face
Admin &
Case
Recordin
g System
£D
Recording
£E
POESIS
Team
Assignment
Commissions
Therapy
Key to money flows:
eClinic
System
Therapists
Treatment
GP
Evaluation
£A – £25k project manager, therapist PCs,
web design
£B – Buys year of seats
DIT
£C – £15k customisation, project mgt, 2 seats
Clients
Commissions
Evaluation
£D – Operating budget
£E – Employment costs
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Univ of
Sheffield
Step 2: Draw Live Service Operating Model
Now you move on to draw a picture of the live service your project is intended to create. This follows
the same procedure as for drawing the Project Operating Model.
The task is harder though, as first you need to envisage what the live service looks like. This is worth
discussing before any attempt to draw it.
When you’re ready, start with the picture of the Project Operating Model and copy it into a new slide.
Next, work through all the organisations, people, systems and connections. Remove or modify any
that are not relevant to, or are different in, the live service as opposed to the project.
Then add in any new components that are necessary to model the live service. It can help at this
stage to work backwards up the supply chain from the end client/beneficiary, working out who does
what for whom, and who pays what to whom.
At this stage you should focus particular attention on where there are going to be contracts (e.g. for
services or employment), asset ownership (possibly giving rise to maintenance charges), and
licensing e.g. of software. This will help identify the money flows and hence where budgets are
needed.
Come back later and review it, modifying if necessary.
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Example - eClinics Live Operation
£C
RDaSH
£B
BT/
NGCC
Yorks &
Humber
SHA
eClinic
System
£B
Promotes
DoH
PCT X
£A
Recording
£E
POESIS
Team
Recommends
Web
I/face
Admin &
Case
Recordin
g System
£D
Assignment
Treatment
Therapists
Commissions
Therapy
SHA 2
GP
£F
PCT Y
£B
£E
£C
Employer
eClinic
Provider
eClinic
System B
Web
I/face
Key to money flows:
Therapy
Team
£A – IAPT set-up funding
£B – Clinical cost – set up & buys
therapist seats
£C – Operating budget – web services
£D
Assignment
£D – Operating budget – admin IT
£E – Employment & training costs
£F – Private fees
Clients
Case
Syste
m
Recording
Therapists
Treatment
Commissions
Therapy
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GP
Clients
Step 3: Identify Transition Issues
Now we get to the main stage of the exercise.
Put the two pictures (Project and Live Service models) side by side, and
Rigorously work through each part of each picture, each box and line
Think about what will change between project and live service
Determine what needs to happen to bring about the changes, and any barriers that have to be
overcome
Think about the issues arising from those changes and note them down.
You must be as specific as possible in terms of what, who and when.
The list on the next slide is a useful prompt for things to look for, but will not cover every possible
specific issue for your project.
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Some Common Transition Issues
• Project management resource & cost for move to live operation
• Funding transition work if not in project budget
• Capital costs – system changes, system interconnections, scaling for live operation, etc
• Running costs – establishing operational budgets
• Competition in market; when, who, how?
• Procurement process
• Supplier pricing, packaging, revenue requirements
• Service marketing, promotion & client communication
• Maintainance & support of IT system components
• Changes to operational processes
• Management awareness of and readiness for change
• Training
• IPR and licensing of designs and software
• Records management
• System accessibility
• Risks
• Security
• Networks capacity
• Service agreements between providers in supply chain; who does what for whom?
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Step 4: Identify Milestones in the Transition
Think about a time line between now and completion of transition to live service.
From the analysis of the Transition Issues, work out where the critical time points are by when
something has to have been done to ensure completion by the end time.
Some examples of common milestones in a transition are listed on the next slide as a prompt,
but this is not going to cover everything relevant to yours.
Now, implementing the transition from project to live service is not something outside your
project, it is part of it. So the next thing to do is embed everything:
Rework the project plan to incorporate the transition milestones, products, and new
activities to deliver them
Update the project issues and risks registers to incorporate matters arising from this
exercise
Assign roles, responsibilities and resources to deliver.
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Some Common Milestones
• Transition & procurement project manager in place by ...
• Get project service working consistently with successful evaluation report by ...
• Show stakeholders that benefits outweigh costs by ...
• Obtain capital funding by ...
• Ensure operating budget in business plan by ...
• Complete move from project licence to full operating licence by ...
• Upgrade all system components to production versions by ...
• Derive standard spec for the internal system & interface by ...
• Procurement exercise to set up mainstream product – contract by ...
• Issue – specify required functionality e.g accessibility by ...
• Issue – define quality of support & service, SLAs by ...
• Issue – decide who is procurement authority by ...
• Prepare checklist of prerequisites for starting live service by …
• Develop training materials and programme by …
• Prepare communications & support materials; organise dissemination by …
• Project closure and celebration!
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Step 5: Specify the Actions to Initiate Transition
We have already specified the one key action to follow this exercise: embedding everything in
the project.
However, there is likely to be a number of other specific follow-up actions arising from the
analysis and discussion. Many of these will be immediate ones to prepare the way for the main
work that will be done within the project.
So, to make sure everyone goes away from the exercise with a clear understanding of who is
going to do what, and when, write down a list of agreed actions.
An example follows.
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Example – eClinics Actions
Actions
• Re-plan project with realistic timescales J & F
• Rework budget especially for transition J - IMMEDIATE
• Review F’s time, on project now and then managing transition in 2010 J
• Negotiate extension of evaluation from Jan to May 2010 E
• Get video done & show to H & others; critical path milestone meeting by end June S & J – DIARY NOW
• Plan Press Release after that, launch etc S
• Approach Council as potential user J
• Get H and W down to see good live running soonest with C & L, & S J
• Get H to determine live operating business model: role of SHA as bulk purchaser, relationships between RDaSH
& PCTs, etc J
• See if H can resource a PM J
• Organise project closure meetings & celebration S
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