Project Planning Document
Approval to proceed to Project Executing & Controlling Phase
Project Name:
Timetabling and Space
Management
Priority (1-4)
1
Our University needs to move from a complicated manual timetabling process
to an auto-scheduling environment. This is not possible with our current
software.
Project Description:
IS Project Code
IS-0117
This project will implement Scientia Enterprise software underpinned by a new
resilient infrastructure which will enable our University to meet key Corporate
Plan objectives which are defined within this document.
The software will facilitate effective, reliable timetabling and efficient use of
space.
Project Sponsor Approval
Project Sponsor:
Sandy Lynam
Job Title:
Contact Details of Sponsor:
0845 196 2275
Signature:
Date:
Director of Estates and
Facilities
ISMS Approvals
Business Relationship Manager (BRM)
Rebecca Donnelly
Contact Details of BRM:
0845 196 4374
Signature:
Date:
Ed Lobo
Architecture &
Development (A&D)
Job Title:
Contact Details of A&D Senior Systems Architect:
0845 196 4376
Signature:
Date:
Programme Manager:
Nicky Morland
Contact Details of Programme Manager:
0845 196 2341
Signature:
Date:
Project Manager:
Alec Coleman
Job Title:
Contact Details of Project Manager:
0845 196 4371
Signature:
Date:
IT Steering Group Approval
Approved:
Name:
Approve / Reject / Change /
Hold / Escalate
Date:
Signature:
Comments:
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Senior
Architect
Systems
Senior
Manager
Project
Version Control Sheet - Change History
Version
Section
Reason / Description
Author
Date
0.1
N/A
First Issue
Craig McAulay
9/2/09
0.2
N/A
Initial revisions
Craig McAulay
1/3/09
0.3
N/A
Further revisions
Alec Coleman /
Craig McAulay
27/3/09
0.4
All
Addition of Costs of hardware,
Resources. Risks, Communications
Plan, Milestones,
Alec Coleman
24/4/09
0.5
All
Amendments to deliverables and
comments from Linda Parkes and
Nicky Morland.
Alec Coleman
30/4/09
0.6
All
Update to costs and comments from
Linda Parkes
Alec Coleman
1/5/09
0.7
All
Template version numbers removed
at request of SL and costs amended.
Alec Coleman
5/5/09
0.8
All
Incorporating Kirsteen Williams
comments
Alec Coleman
6/5/09
0.9
Timescale
Incorporating Martina Senft’s
comments on contract award date
Alec Coleman
7/5/09
1.0
Costs,
Comms
Plan and
Risks
Incorporating comments from Project Alec Coleman
Board Meeting held 11/5/09 relating to
capitalising Scientia software support
and maintenance, risks and comms
plan.
13/5/09
1.1
CSF’s
Scope,secti
on 7,
Amendments from Nicky Morland
15/5/09
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Alec Coleman
Version 7: May 2009
1. Project Introduction and Background
This Project Planning Document (PPD) is seeking approval to move this project to implementation of
Scientia Enterprise, subject to successful piloting.
As space becomes more restricted and our University offers pathways with more flexible teaching
patterns, it is essential that Timetabling and Space Management Team can produce a timetable that
maximises the use of space and allows room for income generation. With students as paying
customers who have numerous commitments outside of their studies, it is also essential that
timetabling information is accessible and available well in advance of the start of teaching. Our
University needs to move from a manual timetabling process to an auto-scheduling environment.
At present, the manual process means faculty timetablers each create their own faculty-specific ‘ideal’
timetable which is then presented to Timetabling & Rooming for amalgamation (where possible) with
the other faculties’ timetables, prior to the timetable being roomed and events scheduled to students.
T&R use two pieces of software to enable timetabling: CELCAT acts as a clash checker and a
rooming/roombooking tool. The timetable is then replicated in SITS:Vision where students are
scheduled to produce individual student timetables.
For 2008/9, Timetabling & Rooming have successfully managed to produce timetables two months
earlier than usual, but it is becoming increasingly apparent that CELCAT has not developed in line with
our needs and is unlikely to do so for the foreseeable future, remaining essentially a visual tool to
enable manual timetabling. The upgrade to SITS:Vision in November 2007 changed the scheduler
functionality drastically and caused a number of problems - the latest in the long line of issues with
scheduling functionality. The timetabling function of SITS is now unwieldy and consistently unreliable,
and does not enable auto-scheduling.
If our University is to progress timetabling any further and manage our use of space more effectively,
we need to move towards automatically scheduling a whole campus timetable that takes into account
the available roomstock from the outset, the teaching requirements, and creates a timetable that then
makes best use of our resources. There are a number of software packages in use by other universities
that achieve this, at the same time integrating effectively with estates software and allowing easy
forecasting of future space needs
Currently there is a large estate of teaching, specialist and general space, distributed over two main
campuses. There is no way of accurately knowing how much space is actually utilised, for which
purposes and by whom. Also there is no way of accurately knowing how much space is free and
available for separate internal or external bookings.
This project will directly impact and meet Corporate Objectives 1 and 9.
1) In ensuring that 9 out of 10 students would recommend us to a friend. The recent National Student
Survey was critical of the timetabling experiences of our students. Our University must address and
improve this through the successful implementation of a new timetabling system
9) We are recognised for successful innovation in the way in which services are provided and for
imaginative new learning environments. This states ‘As a community we find timetabling difficult. Part of
the problem has been that we do not have modern timetabling software.’ By December 2009:- have
established streamlined timetabling processes and have identified and purchased new timetabling
software.
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Version 7: May 2009
2. Summary of Business Case
Our University needs to move from a manual timetabling process to an auto-scheduling environment;
effectively this means ceasing to create individual faculty- and campus-specific timetables, and then
assembling a patchwork which neither makes most effective use of our roomstock nor exactly matches
the timetables presented to us by faculties. An auto-scheduling environment means all teaching
requirements, and room information, are input into a software package, which then produces a
timetable that makes best use of resource.
Our University also needs to move towards a centrally held space management facility, which enables
the accurate and timely management of space within our estate. This includes the ability to perform
‘what-if’ modelling, eg removing a set of rooms & recalculating & giving a range of solutions for the rerooming.
Space Audits are also required; this would typically include the amount and frequency of room usage,
along with a view of the capacity.
None of the above is available with the current CELCAT/SITS solution.
The project team has therefore investigated software packages and timetabling/rooming practices at
other Institutions, in order to establish an appropriate business process and suitable software package
that meets our University’s requirements for now and the future.
The project is aiming to greatly increase the accessibility of space management information and would
look to use a self service solution to achieve this.
The following have been sourced from the Timetabling team and are in the ‘Proposed Solution T&R
Doc(2)’:Problems /issues with SITS:
 The timetabling and rooming functions are not sufficiently reliable to be used as the single
timetabling and rooming database. Major bugs have been present in every upgrade. The
November 2007 upgrade drastically changed the timetabling and scheduling functionality,
removing two key functions: the ability to print paper timetables and to record a breakdown of
event content.
 No auto-scheduling facility to create timetable (at a SITS seminar in June 2008 we were
advised that this was at the early planning stages)
 Processes to create timetabled events are extremely complicated and time consuming
(consultancy day in summer 2007 confirmed that we are using the functionality correctly)
 Timetable view through e-vision is not user-friendly (NSS feedback)
 Timetabling print-outs and screen views are not user-friendly
Problems/issues with CELCAT
 Cannot allocate students randomly to teaching events
 No auto-scheduling facility to create timetable (CELCAT advise this is in development)
 Acts as a visual aid to timetabling, clash checking is automated but no other functions are (e.g,
cannot suggest times when a combination of resources are free)
 Web views are not user-friendly (NSS feedback)
There is currently no data-feed between SITS & CELCAT so the timetable has to be manually created
on both systems. CELCAT were asked to develop a data-feed but have so far not been able to do so.
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Version 7: May 2009
3. Benefits
This project will ensure that our University is able to meet the following Corporate Objectives: 9 out of 10 students would recommend us to a friend. The recent National Student Survey was
critical of the timetabling experiences of our students.
 We are recognised for successful innovation in the way in which services are provided and for
imaginative new learning environments. This states ‘As a community we find timetabling
difficult. Part of the problem has been that we do not have modern timetabling software.’ By
December 2009:- have established streamlined timetabling processes and have identified and
purchased new timetabling software.
In addition the project will provide:













A single shared system that allows faculty timetablers and TSM staff to share information
electronically
An easy to use system with views and reports that can be tailored to suit individual user
requirements
Simpler, automated timetabling processes
Automated constraints-based scheduling ensuring that space is used effectively
Elimination of duplicated tasks (currently faculty timetablers create timetables using their own
systems and send the information to TSM to input manually into CELCAT. Once the timetable
is complete on CELCAT, TSM staff manually recreates the whole timetable on SITS so that
students can be scheduled. S+ will allow faculty timetablers and TSM staff to share information
within the software and also has the capability to schedule students)
The ability to model space and curriculum developments
Staff timetables will be available on the web via a secured login.
All university space is booked on a single system
Accurate reporting of space utilisation
Web-based room booking facility that will allow users to see what space is available prior to
booking and track bookings and cancellations.
Faster response to timetable changes (only one system to be updated, student/staff timetables
will reflect changes instantly)
Fair timetabling constraints for everyone (S+ enables hard constraints e.g., an hour free
between 12.00 and 14.00 for all staff, one day a week free of teaching for all students)
If accurate and complete timetabling information is provided at the required times, the system
will facilitate earlier publication of timetables (students and staff will know their timetables well in
advance and can plan accordingly, space for other events can be released earlier)
4. Critical Success Factors













Improved student experience. Use questionnaire to obtain feedback.
Implementation of the new hardware and software in accordance with agreed timeframes.
Production of clash-free campus timetable that maximises space
Production of staff and student timetables from a single source
Production of a space management facility with autoschedule capability
Delivery of web-based room-booking tool.
Automated scheduling
Automated processes for faculty staff and central timetablers
Electronic exchange of information between faculty staff and central timetablers
Effective integration with SITS
The facility to set sophisticated constraints.
A system that can be used University-wide for the booking of ALL space
A system that enables effective reporting on space utlisation for audit and HESA purposes.
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Version 7: May 2009






Production of clash-free campus timetable that maximises efficiency in space utilisation
Production of staff and student timetables from a single source
User-friendly reports and timetables
Timetables available via my.Anglia portal behind which is e-vision
Facilitate space and curriculum planning
Facilitate web-based room-booking
5. In Scope
People:

Timetabling Managers

Timetabling staff

Faculty Timetable Managers & staff

Estates Managers & staff

Academic staff

Students.

Creation of university timetable

Scheduling and production of student timetables

Checking for and resolution of timetable clashes

Web-based room booking facility for University staff and students

Allocation of rooms for teaching and one-off bookings

Production of staff timetables (paper, electronic via my.Anglia Portal behind
which is e-vision,)

Creation of registers

Reporting on space utilisation

Room timetables

Web view of general timetables (pathway, room, module)

Student seminar changes

Integration with Active Directory, my.Anglia portal/e-vision to be used to deploy
link to Student Timetable

Scientia Enterprise

Scientia Database

Syllabus Plus Data Adaptor

Scientia Web server

Web Room Booking

Web Data Collection

Space Utilisation Reports Optional module
Processes:
Systems:
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Version 7: May 2009
6. Out of Scope
People:
Those not specifically stated in 5 above.
Processes:
Systems:

Exams scheduling

Downloading of timetables into Outlook

Staff workload planning

Printing and completing of class registers

Module Catalogue

Student enrolments

Student Module Changes

Assessment generation

Accuracy and timeliness of timetabling information provided by faculties

Attendance Management

Student ‘Self Select’ modules

Pythagoras (potential replacement for existing Cad system used by E&FM))

Web-based room booking facility for people without an Anglia Ruskin
staff/student login

Any classroom hardware that shows attendance of students in classrooms,
e.g. swipe card and readers and screen equipment.

Scientia Optional Modules as follows: (other than the Space Utilisation
module)

Exam Scheduler;

Exam Web server and Automation tools;

Timetable Calendar Service,

Staff Workload Planner.
Other:
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Version 7: May 2009
7. Project Solution, Objectives and Deliverables
Proposed Solution
The Scientia Enterprise suite was selected as the preferred product at the end of the Timetabling and
Space Management System OJEU Tender process in March 2009. The new software will be piloted
with two faculties during 2009/10, running parallel with existing systems. After successful completion of
the pilots, the new software will be used university-wide in 2010/11.
Objectives
The objectives that must be addressed by this project are:









Optimise timetabling around student’s module choices and staff preferences.
Streamline and automate the timetabling processes, avoiding duplication of tasks.
Implement a robust system to aid the efficient use of space and staff resource
Facilitate management of income generating activities through efficient space allocation
Facilitate early production of timetables (2 months in advance)
Facilitate establishment of web-based room booking system
Facilitate accurate forecasts of future space requirements
Enable consistency in room allocation for course delivery.
Generation of an accurate space utilisation statistics for HEFCE
Deliverables:
Pre Planning
 Completed Business Analysis of the ‘as is’ and ‘to be’ Timetabling processes
 Completed and agreed Technical Architecture documents to support the new infrastructure
Implementation










Contract signed with Supplier
Implementation of Scientia Enterprise in test environment for pre pilot
Infrastructure installed in readiness for pre pilot
Installed Live, Development, Test & Training systems to Tier 1 availability standards
Implemented pilot ALSS and FHSC Fulbourn and Peterborough
User Acceptance Test Plan
User Acceptance
Tested System
Trained Users
Timetable delivered via Scientia Enterprise
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Version 7: May 2009
Objective
Deliverable
PHASE 1
BUSINESS FEASIBILITY
7.1 Operational Acceptance Checklist to be agreed
with Operations
By (20/12/09)
7.1.1 Operational Acceptance Checklist prepared
and confirmed.
7.2. Proceed with implementation of the new
software.
By (1/6/09)
7.2.1 Signed agreement with Scientia.
7.3. To provide the basic infrastructure to enable
Timetabling Team to start to familiarise
themselves with the new software.
By (10/6/09):
7.3.1 A basic training system is available with
Semester 1 data from Celcat
7.4. To have conducted the necessary,
familiarisation, training and testing of
timetabling data using the new Scientia system
and ensure that the project is ready to move
forward to the Pilot Phase 2.
PHASE 2
By (30/7/09):
7.4.1, Agree business decisions on Data and
Processes in readiness for Phase 2 Pilot
7.5. Phase 2 entails the implementation of the core
system to enable a pilot of live data within ALSS and
FHSC Peterborough and Fulbourn. It will involve in
house training of timetablers for pilot users and
installation of all Scientia products.
PHASE 3
By (20/12/09):
7.5.1, Timetabling Team to be able to generate
timetable for semester 2 for whole
University using new software
7.6. Phase 3 entails the implementation of the final
system to enable the entire timetabling process to be
carried out using the Scientia products.
By (1/03/10):
7.6.1 Timetabling Team to be able to generate
timetable for semester 1 for whole
University
By (31/07/10):
7.7.1. Handover fully operational system into
production use to Operations and
Customer Support teams.
7.7. Phase 3 will result in a fully tested infrastructure
that is able to meet the any pre-specified Tier 1
availability requirements where this is possible using
the Scientia solution.
CORE SYSTEM IMPLEMENTATION & PILOT
ROLL OUT
8. Assumptions
Financial
There is funding available for the duration of the Project. Currently only £300K has
been assigned from Hefce 5 funding. Additional funds are being sought from Capital
Steering Group.
Business
The staff resources will be available as required.
Technical
The system conforms with our University’s technical strategy and that Tier 1
architecture design considerations as defined by Technical Architects.
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Version 7: May 2009
Timescales
The Project will be delivered during the financial year ending July 2010.
Skills
Resources from the supplier will have the appropriate skills and experience for their
role. Also, that we have adequate skills internally.
Culture
Our University’s staff will be amenable to changes in process
Other
9. Other Options Considered
Option 1)
Stay with current supplier – this is not feasible as the current supplier has indicated that they will
not be developing their product in the near future.
There are significant function and data access issues that are restricting the effective use of this
system.
Option 2)
Do nothing – this is not feasible as this would miss the opportunities offered by the range of fully
featured, mature systems which are available.
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Version 7: May 2009
FORM – PPD
Appendix B
10. Risks
Risk No
Risk Description
Date
raised
Owner
Impact
Likelihood
Mitigation
Status
Date
reviewed
1
Level
of
Risk
1
1
Anglia Ruskin TSM staff
availability
1/3/09
SL
1
Schedule resources as
early as possible &
monitor workload
Open
9/4/09
2
Anglia Ruskin Faculty staff
availability
8/4/09
DH/DF
3
2
6
Schedule resources as
early as possible &
monitor workload
Open
9/4/09
3
Anglia Ruskin Architecture &
Development staff
availability (Ed/McRaymond)
1/3/09
GW /
AC
2
2
4
Schedule resources as
early as possible &
monitor workload
Open
9/4/09
8
Changes to SITS
functionality during upgrades
may compromise Syllabus
Plus and affect timetabling
6/4/09
JT
1
1
1
Open
9/4/09
6/4/09
Project
Board
3
3
9
Ensure testing for
SITS upgrades
encompasses Syllabus
Plus. Linking with
SDCT regarding dates
of upgrades.
Understand the
timelines for the
recode. Then decide
least risk approach
and implement as
appropriate.
ALSS/SDTC to confirm
dates. Ensure that the
pilot works around
these dates.
9
The ALSS recode project is
a dependency for the pilot of
Scientia. We can work with
old or new ALSS courses,
modules and pathways but
not a combination of both.
The risk is of
inconsistencies in the
timetabling system.
Open
9/4/09
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Version October 2007
FORM – PPD
Appendix B
10
Potential lack of senior
management commitment
6/4/09
Project
Board
2
2
4
Communicate with
Senior Management
Open
10/5/09
16
That expectations may be
higher than that which is
actually being delivered.
8/4/09
Project
Board
2
2
4
Ensure that
stakeholders are
aware of what is being
delivered. Being clear
about what is being
delivered by the project
and what is not – e.g.
Exams. Follow
communications plan
Open
10/5/09
11. Issues
`
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Version 7: May 2009
12. Costs
Cost
£497270
£26124
Capital
Revenue P.A after year one *
Other
VAT
£67810
£3919
Total
£565080
£30043
Detailed costs are included at Appendix A
 * It should be noted that the Project Executive Board has requested that we capitalise the first
three years of Scientia Maintenance and support into year 1 capital costs. However, this is subject
to agreement by Finance. In the meantime, until such time as agreement is reached, the cost P.A.
for year two onwards of Scientia Maintenance and support is shown in revenue.
Tolerance: Projects which, during execution, exceed 10% of the original costs need to be referred to the
Project Sponsor for agreement.
13. Staff Scheduling / Planning
Estimated Total Days
ISMS Architecture and Development Team
ISMS Operations Team
ISMS Projects Office
ISMS Customer Support Team
Finance Team
Timetabling and Space Management Team
Scientia
374
142
155
63
15
221
35
This is based upon a resource estimating programme developed by A&D team however the figures
should be taken as estimates only. A detailed breakdown of the estimated resourcing requirements is
available on request. Figures exclude stakeholders other than those identified.
14. Milestones
(These milestones were discussed and agreed at meeting 27/8/09 in conjunction with Scientia)
Milestone:
Planned Date:
Sign Contract
1/6/2009
Phase 1 - Business Feasibility:
This includes the implementation of a training
system on a basic training infrastructure using
Celcat data and training users in TSM for
familiarisation purposes.
30/7/2009
Phase 2 – Core System Implementation and
Pilot:
This involves outputs from Phase 1 to design
system and install all Scientia software including
SITS integration. After this phase TSM will be
able to generate a timetable for Semester 2 for
our entire University.
20/12/2010
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Version October 2007
Phase 3 – Roll Out:
This involves training of all staff, the design,
install and test final infrastructure. TSM will be
able to generate timetable for Semester 1 for our
entire University.
1/3/2010
The architecture will be fully operational to Tier 1
standards.
31/7/2010
15. Project Organisation
Executive Board
Ajay Burlingham-Böhr
Steve Bennett
Derrik Ferney
David Humber
Sandy Lynam
Helen Valentine (chair)
In attendance:
Alec Coleman
Linda Parkes
Kirsteen Williams
Project Team
Alec Coleman
Sandy Lynam
Linda Parkes
Technical
Ed Lobo
McRaymond Unamma
Applications Architect
Business Process
Will Burdett
Kirsteen Williams
(TSM Team)
Communications
Sandy Lynam
Linda Parkes
Kirsteen Williams
Senior Supplier
Kim Moulding
Steering Group
Alec Coleman
Sandy Lynam (Chair)
Shaun Le Boutillier and Geri Wren (ALSS)
Anne Devlin (H&SC)
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Version 7: May 2009
Nicky Morland
Linda Parkes
Kirsteen Williams
Les James (S&T)
Chris Curran (Education)
Josie Lloyd (AIBS)
Central Services
Students Union
16. Communications Plan
See Appendix B – Communications Plan
17. Sign Off Approvals
Sandy Lynam Project Sponsor
Nicky Morland. Assistant Director – Programme
Management
Alec Coleman Project Manager
Ed Lobo Senior Systems Architect – Architecture and
Development
Kirsteen Williams Senior User
Alistair McCartney Assistant Director (Operations)
Joe McIntyre (Customer Support) – or nominee
18. Comments
The Capital costs relating to this Project are to be funded by Hefce5 of which £300K has already been
agreed by CSG. A request for an additional £265K was submitted by Nicky Morland on 1/5/09. A
decision is awaited as to whether we can capitalise the Scientia software maintenance and support
charges for three years.
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Version 7: May 2009
Appendix A - Costings
List of Modules
Product - Core
Scientia Enterprise
SDB (Scientia database)
RDBMS licence not included
Automation tools – COM & Agents
SPDA (Syllabus Plus Data Adaptor)
Scientia Web Server
Web Room Booking
Web Data Collection
Product - Optional
CAPITAL
CORE MODULES
All Modules - Core
Annual Maintenance and
Support at £17,020 P.A **
Training & Consultancy (35 days)
Additional Training &
Consultancy Contingency - 5
days at £950 Per day
Business Analysis (80 days
McRaymond)
CAPITAL
OPTIONAL MODULES
Space Utilisation Reports
Annual Maintenance and
Support at £1,500 P.A **
Training & Consultancy (1 day)
Integration consultancy from 3rd
party systems, e.g. Tribal (10
days est.)
Staff Backfill (LP staffing doc)
Scale 5 Contract Infrastructure
Architect for 18 months at £3252
P.M (Includes Pension and NI)
Estates charge - oncosts at
£471.5 PM x 18 months
* Server Hardware (est.)
Server Software licencing SQL,
VMware, MS DataCentre (est.)
SAN storage (est.)
LAN Equipment at Cambridge
(est.)
Upgraded PC's (7) for
timetabling staff at £550 each
TOTAL
Contingency (10%)
TOTAL Inc contingency
VAT (15%)
TOTAL INC VAT
GRAND TOTAL
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Space utilisation reports
85100
17020
30950
7500
1500
950
4750
28560
10000
64605
58536
8487
54600
28656
30000
17000
3850
442114
44211
486325
66317
552643
552643
Page 16 of 22
TOTAL
Contingency (10%)
TOTAL Inc contingency
VAT (15%)
TOTAL INC VAT
GRAND TOTAL
9950
995
10945
1493
12438
12438
Version 7: May 2009
REVENUE AFTER YEAR 1
Annual Scientia Licensing &
Support **
MS SQL and Windows Data
Centre 2008 Software licensing
TOTAL
VAT (15%)
TOTAL INC VAT
17020
REVENUE AFTER YEAR 1
Annual Scientia Licensing &
Support **
1500
7604
24624
3694
28318
TOTAL
VAT (15%)
TOTAL INC VAT
0
1500
225
1725
TOTAL CAPITAL FOR CORE &
OPTIONAL
£565,080
TOTAL REVENUE FOR CORE
& OPTIONAL
£30,043
* Note There will be a cost after three years for server hardware support.
** Project Executive Board have requested that the first 3 years of Scientia Support and
Maintenance are capitalised - a decision is awaited from Finance as to whether this is
possible before this can be reflected in above figures.
D:\533570078.doc
Page 17 of 22
Version 7: May 2009
FORM – PPD
Appendix B
Appendix B – Communications Plan
Audience
Purpose of
communication
 To engage with
audience and bring
onside with project
Main Messages
Business
Relationship
Managers
 To explain the
project timescales
and deliverables
 To encourage them
to spread the
message to users
ITSG
 To explain the
project timescales
and deliverables
 To communicate
changes at a high
level
CMT
VCG
and
What we expect from
them
 To ensure that all
staff are fully
engaged with the
importance of this
project.
 Full interaction with
presentations
 Take the message
forward to their staff.
How do we
communicate?
 Monthly reports to
CMT from LP.
 Presentation/roadshow
by Linda and Kirsteen
When?
 That the project will be going
through the OJEU procurement
process & then will be piloting
 All space is within scope
 There will be a University wide
Timetable
 To raise any
concerns
 To spread the
message to other
users
 Telephone & email and
face to face
 Monthly reports
 Monthly
 The project involves the selection,
piloting & implementation of new
software and all staff and students
will be affected. The project will
bring timetable benefits to all staff
& students
 How the project fits into the
corporate plan
 How the project supports other
ISMS projects
 The project timescales
 To raise any
concerns over
timescales and
changes
 To advise the project
of anything else we
might need
 Approval of the PPD
 Project Planning
Document (PPD) to
be presented to ITSG
 At end of
Planning Phase,
May 2009






Background to project
Objectives
Benefits
Approach
Timescale
Pilots
D:\533570078.doc
Page 18 of 22
Version October 2007
 Monthly
FORM – PPD
Appendix B
Audience
Purpose of
communication
 To engage with
audience and bring
onside with project
 To ensure that staff
are aware of the
need to adapt their
working practices
and business
processes
 To ensure the
quality and
timeliness of data
 To ensure that staff
are involved
Main Messages
Timetable
Working
Group
 To explain objectives
of project
 To explain the
project timescales
and deliverables
 Business as usual
e-Admin
 To explain objectives
of project
 To explain the
project timescales
and deliverables
Heads
of
Depts
and
Faculty
timetablers
D:\533570078.doc
What we expect from
them
 To sell the
importance of this
project to all staff
 Full interaction with
presentations
 Take the message
forward to their
departments
 Commitment of staff
resources
How do we
communicate?
 Presentation/roadshow
by Linda and Kirsteen
 CMT status reports –
Kirsteen to send status
reports to faculty
timetabling. (Monthly)
 Via the Project Team
project governance
arrangements.
 Monthly Reports –
Kirsteen to amend
monthly report to
ensure that they are fit
for audience and then
circulated.
When?
 How the project will impact on the
Faculties timetablers
 Benefits to Faculty timetablers
 Input required from Faculty
timetablers
 To ensure business
as usual
 Regular brief project
updates to TWG
(TWG to be replaced
by Project Steering
group as the
communications
audience)
 Monthly
 How the project will impact all
stakeholders
 To review objectives
and examine
dependencies with
any other initiatives,
either planned or
underway
 Regular updates to eAdmin in the form of
monthly project status
reports
 Aligned with eAdmin meeting
schedule






Background to project
Objectives
Benefits
Approach
Timescale
Pilots
Page 19 of 22
Version 7: May 2009
 As required.
Plan to coincide
with Faculty
meetings
 Reports Monthly
FORM – PPD
Appendix B
Audience
Project Team
Staff
–
Timetabling &,
Space
Management
D:\533570078.doc
Purpose of
communication
 Purpose of project
 Scope
 Benefits
 Timescales
 Work packages
Main Messages
 To ensure that they
are engaged with the
pilot process
 Raise awareness of
project benefits,
scope & timescale
 The supplier will be providing
appropriate training and support
 The project team will create draft
procedures for their pilot tasks
 What the project will mean to
them
 How the timetabling & space
management information will be
accessible in the future
 What their role in the project is
 Which work/output is required of
each project team member
Page 20 of 22
What we expect from
them
 Full engagement in
the project
 To raise queries and
ask for assistance at
the first opportunity
 To undertake
training as planned
 To identify any
conflicts with nonproject work
How do we
communicate?
 Training by
supplier/lead user
 Project team &
member meetings
 Telephone and email
reminders
 Project Status Reports
When?
 To understand the
tasks and create
detailed work
instructions
 To be able to
support and help
with the pilot
 To raise and help to
resolve any issues
before live
 Full engagement in
the project
 To raise queries and
ask for assistance at
the first opportunity
 To undertake
training
 Face to face / Email
and telephone with key
staff
 Demonstration of tools
and draft work
instructions
 Training by lead user
 Meetings with all staff
 Telephone & email
reminders
 Weekly
Meetings
Version 7: May 2009
 Scheduled
weekly / 2
weekly meetings
FORM – PPD
Appendix B
Audience
Purpose of
communication
 To ensure that they
understand what is
required and are
able to perform their
pilot tasks
 To ensure that there
are no conflicts with
the existing timetable
process
Main Messages
Support Staff ISMS,
Architecture &
Development
,Operations &
Customer
Support
 Gain understanding
of technical
requirements
All Staff
 To avoid any
surprises
 To minimise
disruption associated
with the changes
 To reduce the
number of support
calls generated by
the changes
 To encourage staff
to be positive about
the changes
 To avoid any
Pilot Faculties
and TSM Staff
All Students
D:\533570078.doc
What we expect from
them
 To undertake
training
 To raise queries and
ask for assistance at
the first opportunity
 To familiarise
themselves with the
new software
 To work with us to
resolve any conflicts
How do we
communicate?
 Training by
supplier/lead user
 Telephone and email
reminders
 Meetings with
appropriate pilot staff
 Demos and testing
with pilot staff
When?
 What is required to deliver the
technical installation & access for
this project
 What is required to integrate the
data & apply Web Services with
any other systems
 Early raising of
queries
 Adherence to
schedule
 Commitment of
resources with
appropriate skills
 Meetings with supplier
& document reviews
 Email & telephone
reminders
 Weekly project
meetings
 We are making changes to the
timetabling solution
 This will assist with improving the
accuracy & availability of the
timetable information
 We are making the changes to
improve the staff & student user
experience
 The project timescales
 To raise any
concerns
 To be prepared for
the changes
 To understand who
to contact for
support and when to
do this, and when to
use the online
support
 Monthly report to HOD
for cascading to staff.
 Update pages on
ANET.
 Staff road shows
 Printed fliers showing
key points and links to
support pages and
who to contact
 Monthly updates
bulletin
 We are changing the timetable
 To be prepared for
 All students email
 Post Pilot
 The purpose of the pilot is to
establish how to use the new
software to build the new
timetable
 This is a learning exercise and
there will be appropriate support
available throughout
 The existing system (CELCAT)
will be used to produce the live
timetable in parallel, while the pilot
is undertaken.
Page 21 of 22
Version 7: May 2009
 Weekly Project
Meetings
FORM – PPD
Appendix B
Audience
Capital
Projects
Steering
Group
D:\533570078.doc
Purpose of
communication
surprises
 To minimise
disruption associated
with the changes
 To reduce the
number of support
calls generated by
the changes
 To encourage
students to be
positive about the
changes
 To ensure they are
aware of the need
for funding
Main Messages
delivery and adding more features
 The timetable will still be available
via SITS eVision (Although it is
recognised that the future aim will
be to give consistent access via
the Portal)
 That the project is high
priority/importance
Page 22 of 22
What we expect from
them
the changes
 To understand who
to contact for
support and when to
do this, and when to
use the online
support
How do we
communicate?
 Information screens
 Update pages on
ANET
 Printed fliers showing
key points and links to
support pages and
who to contact
When?
 Confirmation of
funding agreement
 Project updates
 Monthly report
copied to
attendees
Version 7: May 2009