ICO IT Re‐procurement 2013 – project governance A summary of the recommended project governance that will be required to deliver the IT re‐procurement project Bill Ritchie Version 1.0 26 Apr 2012 Contents Document Summary ..................................................................................................................3 1. Background.........................................................................................................................3 2. Glossary and Abbreviations used in this document ...........................................................3 3. Key Governance Principles .................................................................................................3 4. Structure of governance groups.........................................................................................3 5. Project Board Structure & Responsibilities ........................................................................4 6. Project Sponsor Responsibilities ........................................................................................5 7. Internal Audit Responsibilities............................................................................................5 8. Project Manager Responsibilities .......................................................................................6 9. Core Service Technical lead ................................................................................................6 10. Head of IT ........................................................................................................................7 11. Framework Technical lead(s) ..........................................................................................7 12. Dedicated Legal...............................................................................................................7 13. External Legal ..................................................................................................................8 14. Supporting Technical ......................................................................................................8 15. Weekly Project Meetings................................................................................................8 16. Project Reporting ............................................................................................................9 Version 1.0 Page 1 of 10 Version 1.0 Page 2 of 10 Document Summary 1. Background This paper identifies the recommended project governance for the IT reprocurement project and activities. 2. Glossary and Abbreviations used in this document Term PB PS PM ET MB MoJ RAID log PQQ OJEU Notice ITT Definition Project Board Project Sponsor Project Manager Executive Team Management Board Ministry of Justice A log of the project Risks, Assumptions, Issues and Dependencies Pre Qualification Questionnaire (Official Journal of the European Union) formal notification of the intention to tender for service provision from interested bidders Invitation to Tender 3. Key Governance Principles 1. The project should be managed under the ICO project management methodology 2. The project will be controlled, directed and monitored by a Project Board (PB) 3. Regular reporting will be provided to the Project Sponsor (PS) and to PB by the Project Manager (PM) 4. The project sponsor will report to the Executive Team (ET) members. 5. The project will not proceed beyond previously authorised limits of authority without sanction from PB 6. The PM will control all work on a day‐to‐day basis through the management of specified workstreams 4. Structure of governance groups Version 1.0 Page 3 of 10 Executive Team
Cabinet Office Project Sponsor Project Board
Head of IT Project Team
Project Manager
Dedicated Legal Core Service Supporting Technical Lead Technical Framework Technical Supporting Lead(s) Technical 5. Project Board Structure & Responsibilities Version 1.0 Internal Audit External Legal Project Board Project Board will:  be the ultimate decision‐making body on the project  approve any changes to the quality, scope, timelines, or cost of the project falling outside agreed tolerances  approve project plans, sign off completion of project phases and Page 4 of 10 authorise the commencement of future phases of the project  be responsible for initial sign off of key project stages and deliverables  regularly review progress against the plan and budget, and, within agreed tolerances, agree changes to ensure delivery to time and budget  review any proposed changes to the budget, quality or scope of the project,  review and approve the RAID logs The PB will consist of:  Daniel Benjamin (Project Sponsor)  Bill Ritchie (Project Manager)  David Wells  Andrew Cryer  Simon Entwisle 6. Project Sponsor Responsibilities Project Sponsor (Daniel Benjamin) will:  provide business expertise and direction to the Project Manager  be the day‐to‐day contact point for issues raised by the Project Manager  ensure that the project delivers the agreed business benefits  champion the project within the ICO  act as arbiter and make decisions which are beyond the authority of the project manager  escalate to the Project Board and ET as appropriate  manage the Cabinet Office liaison/approval requirements  report to ET 7. Internal Audit Responsibilities Internal Audit Internal Audit will:  review gateway checkpoints  review compliance with project standards and procurement guidelines  appoint external auditors as appropriate Version 1.0 Project Sponsor Project Manager
Page 5 of 10 8. Project Manager Responsibilities The Project Manager will:  manage the project  produce, review, amend, track and control the overall Project Plan  review changes to workstream plans to assess impact on the overall plan  be responsible for identifying and tracking the project budget  direct the work of the Technical Leads and Dedicated Legal Leads  produce and manage a Stakeholder & Communications Plan and ensure that appropriate communications to the stakeholders are delivered in line with the plan  own the RAID logs  report to PS and PB on a weekly basis following the weekly Project Meeting  escalate to PS and PB, Head of IT anything which is outside of the PM authority  ensure that all project documentation is produced, secured and filed as required by the standards of the ICO  prepare papers for discussion/agreement/review at each of the PB meetings  arrange and chair the weekly Project Meeting  Track resource usage across the project including External Legal resource  convene additional PB meetings where it is urgent/important to do so Core Service Technical Lead 9. Core Service Technical lead Version 1.0 The Core Service Technical lead will:  lead the work of the re‐provisioning of the two core contracts  draft, or assist in drafting the ITT documentation  draft, or assist in drafting, the contract schedules and terms & conditions  produce the required documentation to deliver the objectives of the workstream according to the plan  escalate to the Project Manager any RAIDs which need attention at a level higher than the workstream  report progress to the Project Manager on a defined frequency (and ad hoc as required)  input any specific technical skills required by the workstream  review any technical questions and obtain additional technical Page 6 of 10 
support as required from the Supporting Technical resources attend the weekly Project Meetings 10.
Head of IT Head of IT The Head of IT will:  provide line management for the project team  project resourcing as requested by the PM  escalation of issues to PS  reporting to PS  direction to PM  attend the weekly Project Meetings  development of IT team, grow contact management and, service delivery functions 11.
Framework Technical lead(s) The Framework workstream lead will:  lead the work of the re‐provisioning of the five framework services  plan and direct the work of the Dedicated Legal and Supporting Technical staff  produce the required documentation to deliver the objectives of the workstream according to the plan  escalate to the Project Manager any RAIDs which need attention at a level higher than the workstream  report progress to the Project Manager on a defined frequency (and ad hoc as required)  input any specific technical skills required by the workstream  review any technical questions and obtain additional technical support as required from the Supporting Technical resources  attend the weekly Project Meetings 12.
Framework Workstream Lead(s) Dedicated Legal Dedicated Legal Version 1.0 The Dedicated Legal will:  provide legal support to the workstream lead, particularly in the areas of procurement regulation and contract negotiation to ensure compliance with government guidelines/rules on procurement  draft, or assist in drafting, PQQs, OJEU Notice and ITT documentation
 draft, or assist in drafting, the contract schedules and terms & Page 7 of 10 
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review any schedules not personally drafted lead and direct the work of the External Legal resource act as the nominated point of contact for the return of key documentation from potential suppliers control/manage such documentation according to the requirements of the procurement process (particularly early PQQ responses and sealed bids which will not be opened/reviewed until a defined closing date) attend the weekly Project Meetings 13.
External Legal External Legal The External Legal will:  work as directed by the Dedicated Legal resource and the Project Manager  provide expert legal opinion on the documents which they are asked to review  provide expert procurement advice and opinion  assist in PQQ, OJEU, ITT and Contract drafting  assist in Contract negotiation and finalisation 14.
Supporting Technical Supporting Technical The Supporting Technical will:  provide technical input, opinion and assistance as required by the Workstream Lead 15.
Weekly Project Meetings Version 1.0 The project team will meet once a week on a formal basis to review progress, consider RAIDs, plan urgent next steps, make immediate decisions, review budget/resource issues and identify anything which needs to be escalated to the PS or PB. The PM is responsible for arranging these meetings. Regular Attendees:  Angela Muston  John Rackstraw  Gareth Vincent Page 8 of 10 
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David Wells Bill Ritchie Additional Attendees (always invited, but open to each individual to decide whether to attend):  Daniel Benjamin  Simon Entwisle  Andy Cryer In addition, the PM will hold regular start‐/end‐ of day meetings as appropriate. 16.
Project Reporting The PM will produce a regular weekly report for the PS (copied to the Head of IT) following the weekly project meeting. The format and exact content of the report to be agreed but it will include:  Brief Status report itemising the progress that has been made since the last report  Brief itemisation of issues and concerns, highlighting anything from the RAID log which needs attention  Items for PS/PB attention which require a decision  Budget/Resource concerns The Head of IT will meet weekly with the PS to provide an update on progress, discuss issues and agree RAG status report END OF DOCUMENT Version 1.0 Page 9 of 10