ࡱ> 1 +bjbjvv e ddL@e@essssstssst vsG|?:yyyy$sW"yssyy"sysy y@s4b <G;;Z;s :G;@e Kr:   PROJECT DOCUMENTATION Stage 1 Business Case Insert Project Name Release: Draft / Final Date: [insert date] Author: [Insert authors name] Executive Sponsor: [Insert Executive Sponsors name] Document Number: [Insert Abbreviation of Project subject followed by /BC00n Stage 1 Business Case History Document Location The source of the document will be found . The final version of the document that is submitted to the Ways Of Working Portfolio Board (and accompanying Executive Summary and Financial Template) must be filed in \\ads.bris.ac.uk\filestore\MISAPPUsers\strategic-projects\Business Cases - Final . Revision History Date of this revision: Version NumberRevision dateSummary of ChangesChanges markedApprovals This document requires the following approvals: NameSignatureTitleDate of IssueVersionnametitleDistribution This document has been distributed to: NameTitleDate of IssueVersion Table of Contents  TOC \o "1-2" \h \z \u  HYPERLINK \l "_Toc503969199" 1. Purpose of Document  PAGEREF _Toc503969199 \h 4  HYPERLINK \l "_Toc503969200" 2. Background and Reasons for the Project  PAGEREF _Toc503969200 \h 4  HYPERLINK \l "_Toc503969201" 3. Objectives  PAGEREF _Toc503969201 \h 4  HYPERLINK \l "_Toc503969202" 4. Contribution to Strategic Objectives  PAGEREF _Toc503969202 \h 4  HYPERLINK \l "_Toc503969203" 5. Stakeholders  PAGEREF _Toc503969203 \h 5  HYPERLINK \l "_Toc503969204" 6. Scope  PAGEREF _Toc503969204 \h 5  HYPERLINK \l "_Toc503969205" 7. Work Performed  PAGEREF _Toc503969205 \h 5  HYPERLINK \l "_Toc503969206" 8. Benefits  PAGEREF _Toc503969206 \h 6  HYPERLINK \l "_Toc503969207" 8.1. Benefits  PAGEREF _Toc503969207 \h 6  HYPERLINK \l "_Toc503969208" 8.2. Adverse Effects  PAGEREF _Toc503969208 \h 6  HYPERLINK \l "_Toc503969209" 9. Options  PAGEREF _Toc503969209 \h 6  HYPERLINK \l "_Toc503969210" 9.1. Summary of costs for each option  PAGEREF _Toc503969210 \h 7  HYPERLINK \l "_Toc503969211" 9.2. Summary of benefits achievable from each option  PAGEREF _Toc503969211 \h 7  HYPERLINK \l "_Toc503969212" 9.3. Summary of impact and scale of people change for each option (if potentially a decision-making factor)  PAGEREF _Toc503969212 \h 7  HYPERLINK \l "_Toc503969213" 9.4. Summary of adverse effects for each option (if and only if this is potentially a decision-making factor)  PAGEREF _Toc503969213 \h 8  HYPERLINK \l "_Toc503969214" 10. Costs and timescales of recommended option  PAGEREF _Toc503969214 \h 8  HYPERLINK \l "_Toc503969215" 10.1. Recommended Option  PAGEREF _Toc503969215 \h 8  HYPERLINK \l "_Toc503969216" 10.2. Project Implementation Costs Recommended Option  PAGEREF _Toc503969216 \h 8  HYPERLINK \l "_Toc503969217" 10.3. Summary of ongoing costs against benefits Recommended Option  PAGEREF _Toc503969217 \h 10  HYPERLINK \l "_Toc503969218" 10.4. Staff Resources and Costs  PAGEREF _Toc503969218 \h 12  HYPERLINK \l "_Toc503969219" 10.5. Change Management  PAGEREF _Toc503969219 \h 13  HYPERLINK \l "_Toc503969220" 10.6. Sustainability Assessment  PAGEREF _Toc503969220 \h 13  HYPERLINK \l "_Toc503969221" 10.7. Timescales  PAGEREF _Toc503969221 \h 14  HYPERLINK \l "_Toc503969222" 11. Risks  PAGEREF _Toc503969222 \h 16  HYPERLINK \l "_Toc503969223" 11.1. Risks of not going ahead with the project  PAGEREF _Toc503969223 \h 16  HYPERLINK \l "_Toc503969224" 11.2. Risks that will need to be addressed if the recommended option goes ahead  PAGEREF _Toc503969224 \h 16  HYPERLINK \l "_Toc503969225" 12. Issues  PAGEREF _Toc503969225 \h 16  HYPERLINK \l "_Toc503969226" 13. Dependencies  PAGEREF _Toc503969226 \h 16  HYPERLINK \l "_Toc503969227" 13.1. Initiatives which this project depends on are:  PAGEREF _Toc503969227 \h 16  HYPERLINK \l "_Toc503969228" 13.2. Other initiatives which depend on this project are:  PAGEREF _Toc503969228 \h 16  HYPERLINK \l "_Toc503969229" 14. Appendices  PAGEREF _Toc503969229 \h 17  HYPERLINK \l "_Toc503969230" 14.1. Appendix 1 Stakeholder Analysis  PAGEREF _Toc503969230 \h 17  HYPERLINK \l "_Toc503969231" 14.2. Appendix 2 Benefits Map  PAGEREF _Toc503969231 \h 18  HYPERLINK \l "_Toc503969232" 14.3. Appendix 3 Detailed Benefit Analysis  PAGEREF _Toc503969232 \h 18  HYPERLINK \l "_Toc503969233" 14.4. Appendix 4 Detailed Cost Analysis  PAGEREF _Toc503969233 \h 19  HYPERLINK \l "_Toc503969234" 14.5. Appendix 5 Service Level Assumptions  PAGEREF _Toc503969234 \h 19  HYPERLINK \l "_Toc503969235" 14.6. Appendix 6 Privacy and information security considerations  PAGEREF _Toc503969235 \h 19  HYPERLINK \l "_Toc503969236" 14.7. Appendix 7 - Analysis of Other Universities  PAGEREF _Toc503969236 \h 20  HYPERLINK \l "_Toc503969237" 14.8. Appendix 8 Lessons Learned  PAGEREF _Toc503969237 \h 20  HYPERLINK \l "_Toc503969238" 14.9. Appendix 9 - Use Cases  PAGEREF _Toc503969238 \h 20  HYPERLINK \l "_Toc503969239" 14.10. Appendix 10 - Process Maps  PAGEREF _Toc503969239 \h 20  HYPERLINK \l "_Toc503969240" 14.11. Appendix 11 Roles and Responsibilities  PAGEREF _Toc503969240 \h 20  HYPERLINK \l "_Toc503969241" 14.12. Appendix 12 Financial Template  PAGEREF _Toc503969241 \h 22  HYPERLINK \l "_Toc503969242" 15. UoB Header 1  PAGEREF _Toc503969242 \h 29  HYPERLINK \l "_Toc503969243" 15.1. UoB Header 2  PAGEREF _Toc503969243 \h 29  Business Case The sections in this document are an indication of what the content of the business case should be and the basic order that is expected. However, Business Analysts do have some licence to change the order of the sections, if that helps to explain the case more effectively to the reader (in terms of the logical flow of the information in the sections). Purpose of Document The purpose of this document is to set out the justification for the undertaking of a project based on the estimated cost of development and the anticipated benefits to be gained. The business case is used to say why the forecast effort and time will be worth the expenditure. The on-going viability of the project will be monitored by the Project Board against the benefits identified in this business case. Background and Reasons for the Project 2.1 Background Background information to the project 2.2. Summary of Reasons for the project Document any compelling reasons for this project. Key business drivers Burning platforms, other key risks/issues of not going ahead Compliance requirements, legislative/statutory changes Published papers - e.g. reference to government white papers Objectives The main aims and objectives of the project Contribution to Strategic Objectives Describe which strategic objectives from the 2016 Vision and Strategy (see details in http://www.bristol.ac.uk/university/governance/policies/strategy/)will be contributed to by this project. Does it just contribute to one or more of the six broad headings (below) or does it relate to one or more specific actions below them? In what way is it expected to contribute to the objective and to what extent? Broad Headings: Education and the student experience Research, innovation and partnerships You, our staff and our ways of working Internationalisation and global relations Physical and digital infrastructure Sustainability Stakeholders The key stakeholders of the project with an analysis of their potential role on the project; Project sponsor Project manager Senior user Senior supplier (e.g. key IT Services contacts) Key users Can reference more detailed stakeholder analysis in the appendices. Scope What is included in the project What is NOT included in the project Work Performed Details of the work undertaken in putting together the Business Case, e.g. e.g. Stakeholder consultation interviews and workshops Benefits Mapping exercise Process Analysis/Review Requirements Gathering Request For Information Technical Options Analysis/Information Architecture Design Details of consultation with IT Services Discussions with Change Management and outcomes Options analysis Consideration of Equality and Diversity impacts Consideration of sustainability impacts Consideration of privacy and data protection impacts Should also include a subsection on Equality and Diversity as follows: 7.x Equality and Diversity This should contain the assessment of any Equality and Diversity considerations, for example is one group of a category of stakeholders (e.g. Students) going to be treated differently from another group. There is a briefing paper in the following directory describing the elements that should be considered: H:\strategic-projects\BA Procedures and Templates\1. Business Cases and requirements\5. Equality and Diversity This should merely state whether any Equality and Diversity issues have been identified or not and if so, what is being done to address them, (issues relating to Accessibility of software should be dealt with in the tender and procurement cycle). Benefits Benefits Summarised expected benefits to be achieved Include Benefits Map (possibly in the appendices) so that actions required to achieve benefits are clearly identified Consider putting details of Benefits Log in the appendices, with any details of which benefits will be measured, measures to be used, ownership and baseline metrics if the Benefits Log is sufficiently developed at this point can state that this will be passed across to the Project Manager Put detailed benefit analysis separately (in the Appendices) Also list non-quantifiable benefits Include any Service Level benefits that have been identified at this stage, either as quantifiable or non-quantifiable Link benefit analysis to process maps where applicable Refer to written functional requirements Adverse Effects If the project will result in any adverse effects (i.e. dis-benefits) for the University, any organisational unit, or any group of staff within the University, the nature and scale of the adverse effects should be mentioned here, ideally with details of any mitigating actions that have been identified. These should be definite effects that will happen, not things that might happen, which would be covered in the Risks section. Options Identify options for the project Include Do Nothing Outline what each option is and the key advantages and disadvantages (with the help of the tables below when helpful) Summarised impact and scale of change for people for each option, if applicable (i.e. if there is a difference in the impacts of change of different options). GUIDANCE TO BE REMOVED FROM FINAL VERSION: For guidance on potential change management contact the UoB Change Team they should be consulted on the level of Change Management support (and related resource) required on all Stage 1 Business Cases. Details of Change Management contacts are at the following link:  HYPERLINK "http://www.bristol.ac.uk/personnel/changemanagement/contact/" http://www.bristol.ac.uk/personnel/changemanagement/contact/ The summaries below are the sort of summaries that may be included to show the differences between the possible options. Tables only need to be included where they are relevant and display useful distinguishing information between the options. One would normally expect there to be Benefits and Costs comparisons, but the headings in those tables may well be different according to the project, and there could be other different tables included, if they illustrate a relevant difference between the options, e.g. risk levels. Summary of costs for each option A summary of each option and the relative additional costs to the University are shown in the table below: OptionProject costsAnnual on-going costsReturn on investmentOption 1Option 2 Option 3 Option 4Summary of benefits achievable from each option A summary of the benefits from Section 8 achievable for each option is shown below: OptionIncreased fee incomeSaving on administration timeMainstreaming benefitsOption 1NNNOption 2NNNOption 3YNNOption 4YYYSummary of impact and scale of people change for each option (if potentially a decision-making factor) A summary of the impact and scale of people change for each option may be shown below: OptionImpact for people (positive, negative, neutral)*Scale of change (low, medium, high)*Option 1Option 2Option 3Option 4*: It may be clearer to describe the impact and scale of each change option for some projects. Summary of adverse effects for each option (if and only if this is potentially a decision-making factor) A summary of the adverse effects of the change for each option may be shown below: OptionPeople impactedNature and scale of impactOption 1Option 2Option 3Option 4Costs and timescales of recommended option Recommended Option Identify Recommended Option and explain the reasons for the recommended option. Project Implementation Costs Recommended Option The section should include some detail of key costs i.e. software costs and new staff costs, what new staff (including backfill) are needed and why. Further details of the responsibilities of each staff member can be detailed in an Appendix (see Appendix 11 of this template). Financial Template Every Business Case has a Financial Template and the completed template should be agreed with (currently Caroline Bardrick, DFFC for Professional Services) in Finance Services before the case is submitted to the Portfolio Management Group and the Ways Of Working Portfolio Board. There is guidance on what should be entered in each section of the Financial Template which can be found in the following folder: H:\strategic-projects\BA Procedures and Templates\1. Business Cases and requirements\3. Financial Template - Both Stages Staff costings should be performed using the Full Economic Costing (fEC) tool, and guidance on how to use that can also be found in the above folder. Caroline Bardrick should be provided with the spreadsheet containing the actual costing amounts as provided by the fEC Tool. For budgetary reasons it is very important that resources must only be costed from a point in time when they are needed and when they can be provided, i.e. If new staff need to be recruited the timing of those resources in the business case needs to take into account a realistic recruitment period, prior to their deployment If a specific resource is needed at a particular point in the project, there must be a realistic plan regarding the timescales for various, e.g. if an Implementation Officer is not required until a Procurement exercise has been completed, then there must be a realistic amount of time allowed for a procurement exercise and contract negotiations For software costs, when can a procurement be completed and when is the supplier likely to be paid If in doubt whether costs will be incurred in one financial year, or a later financial year, then the guidance is to put them in the later financial year. Resource Managers to be consulted Any resources that need to be used in the delivery of the recommended option (the future project) should be identified and costed in the Financial Template. It is important that it is identified whether the resource: Will be employed specifically to work on the project (i.e. to be funded by the project) Will be provided to the project but their post will be backfilled for the time they are working on the project (i.e. backfill to be funded by the project) Will be existing staff who will provide time to the project alongside their existing duties (i.e. not backfilled) It is also important that the provision of this resource (i.e. amount of time, duration of work, rough timing) is agreed with the relevant Resource Manager who will be providing it. Typical resource managers who will often provide resources to projects are listed below, but there may be others who provide resources to particular projects: Simon King Application Development Team Leader, IT Services Mark Ellingsen Web, Database and Middleware Manager, IT Services Graeme Cappi, Systems and Operations Manager, IT Services Alex Pardoe Digital Communications (web content development, usability and accessibility tests) Tracy Hayler Interim Head of Change Management team BI Systems and Project Manager (see Reporting Options below) Jenny Campion-Smith or Matt Shute The table below shows a summary of the (new and additional) costs of implementing the recommended option. Full details of these costs can be found in Appendix 12 Financial Template. Totals section to be copied in from the Financial Template - example below. Total project implementation costs2013/42014/52015/62016/72017/18Total0000000000000000001 + 2Project implementation costs - Revenue469220001583Project implementation costs - Capital127350001625TOTAL FUNDING REQUEST TO WOW Board17312720003204HARDWARE FUNDING REQUIREMENT (ICT CAPITAL)120000126TOTAL NEW PROJECT IMPLEMENTATION COSTS1851272000332Summary of ongoing costs against benefits Recommended Option The table below provides outlines the viability of the project. It includes a summary of ongoing costs to support the recommended option against anticipated benefits. Full details can be found in Appendix 12 Financial Template. Again, totals section to be copied in from the finance template example below. PROJECT - POST IMPLEMENTATION FINANCIAL IMPLICATIONS 2013/42014/52015/62016/72017/8Total0000000000000000009Gross identifiable benefits0012023029064010Additional core salary (permanent staff on-going)0035555614611Additional Core Non-Salary (on-going requirement)0151517176412Total additional ongoing costs015507273210Net Spend Inflow/ (Outflow)0-1570158217430Cumulative Net Spend Inflow/ (Outflow)0-1555213430430 Net Present Value2013/42014/52015/62016/72017/82018/92019/202020/12021/22022/30000000000000000000000000000006Total new project implementation costs18512720000000013Net post implementation financial implications0-1570158217217217217217217Net Cash Inflow/ (Outflow)-185-14250158217217217217217217Discounted Cash Flow - Rate1.000.950.910.860.820.780.750.710.680.64Discounted Cash Flow-185-13545136179170162154147140Cumulative Discounted Cash Flow-185-320-275-13840210372526673813 Note - Contingency: (THIS IS JUST FOR GUIDANCE AND THE GUIDANCE IS TO BE REMOVED FROM ANY COMPLETED DRAFT) It used to be the case that there was a separate cost line for Contingency in the Cost v Benefit Analysis. This practice has been discontinued. However Business Analysts may add an element of contingency on top of individual cost elements where there is a significant level of doubt about the future costs (the level of contingency would be influenced by the extent of the doubt). The most likely example is an estimate of software and consultancy costs for a new system prior to a procurement and tendering exercise. If contingency has been applied it may be helpful to list below the Costs and Benefit affected (in any of the tables above): the areas where contingency has been applied the level of the contingency in each case the reason for the contingency in each case e.g. A level of contingency has been included in the following costs above: CostContingencyReason for uncertaintyCapital Hardware & support5%To be finalised when preferred solution is procured.Capital Software & support15%The cost quoted is based on market research but the full cost will not become clear until the preferred solution is procured.Bespoke development & support10%To be finalised when preferred solution is procured.These details should certainly be included in the detailed Cost Analysis in the Appendices, if used. Staff Resources and Costs The following project staff costs have been identified. These are a mix of core-funded roles and non-core funded roles, and project funded backfill of existing roles to free up appropriate resource for the project. The Business Lead role will be performed by ***, who is **** [position]. The Change Management team will provide ad hoc advice and guidance on a consultancy basis, but will not dedicate change management resource to the project. Core Funded Roles Brief details of any core staff resources that have been identified as needed to support the implementation of the project can be listed here, including: Role and Grade Supplying department Nature of work These should only be listed if it has been agreed that the work can be covered by existing staff. New staff should have been detailed in Section 10.2 above. The costing of these staff appears in a memorandum table (Table 6) in the Financial Template. Further details of the responsibilities of each staff member can be detailed in an Appendix (see Appendix 11 of this template). Ongoing Service Support Roles Brief details of any core staff resources that have been identified as needed to support the ongoing operation of the service/process established by the project can be listed here, including: Role and Grade New or existing staff Supplying department Nature of work The costings of these staff appear: In Table 8 in the Financial Template new In a memorandum table (Table 12) in the Financial Template existing staff Change Management GUIDANCE TO BE REMOVED FROM FINAL VERSION: Details of the level of change expected and what level of Change Management intervention will be required - the change team will provide the necessary details regarding change activity.  HYPERLINK "http://www.bristol.ac.uk/personnel/changemanagement/contact/" http://www.bristol.ac.uk/personnel/changemanagement/contact/ Sustainability Assessment This is an assessment of the Sustainability of the project. The BA should perform and include a Sustainability Analysis evaluating what how sustainable the project is. This would take the following format: +ve-veEnvironmentale.g. Energy savings Transport savings Paper savings Waste savingse.g. Additional Energy costs Transport costs Paper costs Waste costSocialBenefits to: Individuals Stakeholders University Local CommunityPotential issues and adverse effects for: Individuals Stakeholders University Local CommunityEconomicPotential increases to revenues Reduction of financial risk Future cost savingsSoftware costs (initial and ongoing) Storage costs Additional staff costs Once the analysis is done it should be considered what actions would minimise the negative column and increase the positive column and those actions should be recorded here. Timescales GUIDANCE TO BE REMOVED FROM FINAL VERSION: Please request assistance with this planning from the future Project Manager (or a selected Project Manager) request this assistance from the Senior Project Manager. It is also fine to get guidance from the Senior Business Analyst, or another experienced Business Analyst but the Project Manager should be involved. The project can be broken into n stages. e.g. (and these re just examples) Stage 1 Procurement Stage 2 Contracts Stage 3 Implementation (could be broken down into sections, such as configuration, data migration etc) Stage 4 Testing Stage 5 Cutover to Go Live Stage 6 Go Live Stage 7 Embedding and snagging The timescales could be illustrated in a pictorial fashion, or using a table (see example table below). This early planning would indicate the following timescales could be achievable: ActivityDatesPre-project consider recruitment of resource needed for project start date (subject to funding sign off)Project start Project documentation prepared Project governance established Detailed project plan created Privacy Impact and Equality Impact Assessments completed Prepare detailed requirements for procurement Prepare procurement documentation Commence recruitment of additional resourceProcurement initiated Procurement process Consideration of optimum system workflow design Data cleanse analysis and tidying of existing data in preparation for migrationProduct selected Contract signed Implementation plan agreed with chosen supplier Post-procurement finances reviewSystem build System integration Configuration of system workflows Access policy and permissions established Future business process design and mapping Data mapping if required Data migration Communication strategy prepared Test plan and scripts created User acceptance testing Bugfix System training Final testing and system checks Cutover and go liveLive testing and bugfixContingency period in case of delayed go-liveDecommission of existing software if required Decommission of existing UoB hardware if required Service transition and system handover Project closure process started Project closure reports completed Benefits reviewProject close Risks Risks are potential threats to the University that may occur but have not yet happened. Risk management will monitor the identified risks and take any remedial action should the risk happen. The risks associated with the project are set out in detail in the risk log in Appendix 6, identified as the risks to the University if the project does not go ahead, and the risks if it goes ahead with the recommended option. In summary the main risks are as follows. Risks of not going ahead with the project Risks that will need to be addressed if the recommended option goes ahead Include any Change Management risks e.g. impact for staff and cultural change. Issues There is a significant number of important issues which need to be resolved and decisions which need to be made to achieve the successful delivery of the benefits of the project. Identify any key issues which need to be resolved to achieve the benefits of the project Obstacles to completing the project e.g. staff changes, skills gaps. Dependencies Initiatives which this project depends on are: Other initiatives which depend on this project are: Appendices Appendices are largely optional (with the exception of the Financial Template which must either be included in this document as an appendix, or as a separate accompanying document). The list below is just a sample list. When deciding whether to include additional information as an appendix (e.g. process maps, issue logs), then the author should consider whether they add value either in terms of clarifying the case for the project to take place, or in terms of information that would be useful to University bodies which have the task or reviewing and approving the case. As a general rule the main body of the document should be kept as succinct as possible and any bulkier pieces of analysis should be separated out into the appendices, with just the key points in the body of the case. This may help the important messages to stand out, and the audience can review the in-depth details as required. Not all readers will be interested in full details in all areas. Appendix 1 Stakeholder Analysis Sample summary map and detailed table below. Template of Visio map can be found in: H:\strategic-projects\BA Procedures and Templates\1. Business Cases and requirements\1. Stage 1\2. Other outputs at Stage 1\4. Stakeholder mapping  Template table below with a couple of example entries: The tables in this section document a stakeholder analysis performed for the **** Project. Stakeholder GroupImpactImpact LevelInfluence Influence LevelCustomersQuality of the service impacts the customer experience5Customers who complain can influence policy and service provided3Third Party SuppliersSuppliers are impacted by the amount of business they receive3Some trusted suppliers may exert some influence, but there is plenty of competition in the market 2 Scale for Impact and influence levels 1to 5 where: 1 = Low 5 = High Note for Business Analysts: revisiting the Business Changes in the Benefits Map can be helpful in considering what some of the impacts will be. Appendix 2 Benefits Map Appendix 3 Detailed Benefit Analysis This can be included to show details of the basis and the calculation of each Benefit listed in the Cost v Benefit Analysis, if necessary for explanation. For example: Quantifiable benefits 1: Savings by increased use of formalised central contracts Procurement have been consulted and it is their view that if they were able to analyse a central repository of purchasing data it would be reasonable to estimate a 6% saving on a portion of the spend of 2m. Overall Calculation: 2m x 6% = 120000 Allowance for inflation = 8% (see metrics above) Profile of benefits realisation used: 2012-13 10% 2013-14 50% 2014+ - 100% 2012-132013-142014-152015-162016-17Benefit estimate12.0k64.8k140.0k151.1k163.2k Appendix 4 Detailed Cost Analysis This can be included to show details of the basis and the calculation of each Cost listed in the Cost v Benefit Analysis, including any contingency applied to a cost and the reason, , if necessary (i.e. if the costing method is not obvious from the text in the Business Case and Financial Template). For example: Cost 1: Project Manager It is envisaged that a Project Manager will be required for: 2 days a week for 3 months in 2011-12 to help manage the tendering and procurement process 3 days a week on average in 2012-13 2 days a week for six months in 2013-14, reducing to 1 day a week for the rest of the year It is assumed that the Project Manager will be on Grade K. 2011-122012-132013-142014-152015-162016-17Cost estimate5.2k32.1k16.5k0.0k0.0k0.0kAppendix 5 Service Level Assumptions This could contain any key assumptions about the level of service required, in particular any that have influenced the production of the business case (if any) - especially useful if the system is to be hosted in house. There should be some details in the Service Definition Document compiled as the Non-Functional Requirements are gathered and documented. Appendix 6 Privacy and information security considerations This appendix should contain the assessment of any Privacy and Information Security considerations. If there has been a Privacy Impact Assessment performed then the outcomes of that assessment should be outlined here. If there are very significant Privacy and Information Security issues that will affect the shaping and scope of the project then this section should be moved into the main body of the business case, in Section 7 (Work Performed). Guidance for Business Analysts regarding Privacy Impact Assessments: The best thing to do at the Stage 1 Business Case is to take a risk based approach to a decision on when to do a PIA, e.g. - No apparent data protection and information security issues PIA can wait until project stage, maybe even agree with Information Governance Manager that there can be sign off without a PIA being prepared - Some potential data protection and information security dimensions, but nothing new or significant PIA can wait until project stage - New and significant data protection and information security issues a PIA at the business case stage may be needed Questions that the BA should ask themselves when assessing the level of risk would include: - What data is going to be collected? - Is it new (different) data or data that is of the same nature of other data that we collect? - What is going to be done with that data? - Will it be put to a new use, or used in a way that similar data is already used at UoB? - Is any development likely to be needed to mitigate potential data protection and information security issues? (in which case that needs to be recognised and resourced in the business case) Privacy Impact Assessment documentation can be found at: H:\strategic-projects\Privacy Impact Assessments Appendix 7 - Analysis of Other Universities Appendix 8 Lessons Learned **This is pending the establishment of a Lessons Learned repository Caroline Laybourn is working on establishing this Briefly detail: Any Lessond Learned from other projects that have influenced the analysis to date and the content of this business case Any Lessons Learned from other projects that have been identified as relevant to the delivery of this project Appendix 9 - Use Cases Appendix 10 - Process Maps Appendix 11 Roles and Responsibilities Details of the roles of various project staff can be outlined here if it helps to explain how the project will be delivered. Business Analysts may wish to construct a table of this nature in any case to help them analyse the level of resource needed for delivery. An example table is below, but of course: The details of the staff needed will vary depending on the project The responsibilities of each role may vary slightly depending on the project Whether different resources are core funded (existing) or non-core funded (new) will vary between projects Core Funded Roles RoleDescription of Main DutiesBusiness LeadHelp to describe, prioritise and agree the requirements Approving functional and non-functional requirements Evaluating suppliers during procurement Approving the Implementation Plan for the business area Approving the Change Management Plan Approving the Training Needs Analysis Leading the implementation of the system in the business area Assisting with the development of user acceptance tests Identify users who can inform the project Act as project link with users who will be affected by the changes Represent other users views and opinions at the Project Board Be an advocate for the project Review and test outputs from the project to ensure they meet the end users needs Leading the User Testing and TrainingProject ManagerBuilding and leading the project team Managing the project budget Day-to-day control of the project Escalating issues and risks which the team cannot resolve Delivery of project outputs to cost, quality and timeBusiness AnalystCapturing, documenting and analysing use cases and user requirements Mapping out current and futures processes Providing support when testing the processes and systemsIT TrainerWorking with the Business Lead and the Implementation Officer to produce training and guidance materials Ensuring that the Business Lead and Implementation are equipped to deliver training and guidanceProcurement ManagerSupporting the procurement process Ensuring that the procurement is compliant with the appropriate procurement rulesChange ManagerProviding consultancy in developing a change management strategy for the project Providing consultancy in how to implement the change management strategyUX Digital ManagerAssessing the user interface for usability, accessibility and responsiveness during procurement and implementation Non-Core Funded Roles These roles will be directly chargeable to the project. RoleDescription of Main DutiesImplementation OfficerWorking with the Business Lead to implement the system into the RHS Division System configuration, workflow, permissions, data Understanding the user requirements and advising as to how the system can be used to meet these requirements Working with the Business Lead to implement the User Testing and training Ensuring that documentation and training notes are provided and are up to date Contributing to post-implementation reviews and implementing recommendationsIT Services DevelopersDeveloping integrations between the new software and existing University systems such as MyERP, SITS etc. Acting as design authority for the supplier-led integrations Assisting with data migration of data from legacy systems to the new systems Decommissioning legacy systemsProject BackfillNature of role Duration and FTE for backfill Appendix 12 Financial Template This can be copied into the business case from the Financial template if preferred, though the standard method of delivering the Financial Template should be to deliver the spreadsheet as a separate document rather than copying it into this business case document. PROJECT IMPLEMENTATION COSTS  Project Title: fEC reference for Staff Costing details: Price base used: 2013/14 prices PROJECT IMPLEMENTATION COSTS Project implementation costs - Revenue 2013/4 2014/5 2015/6 2016/7 2017/18 Total 000 000 000 000 000 000 Project salary requirement (new staff for implementation only) Job Title, FTE, Grade & cost (in following columns) Implementation Officer (J) 1FTE 20 40 20 80 Change & Communications Officer (J) 0.5FTE 25 25 Senior Systems Developer (K) 0.5FTE 15 10 25 0 0 1 Total project salary requirement 35 75 20 0 0 130 Project non-salary requirement (for implementation only) Best practice site visits (before and after contract award) 1 2 3 Supplier Training - Train the trainer 10 15 25 0 0 0 2 Total project non-salary requirement 11 17 0 0 0 28 Project implementation costs - Capital Implementation (inc software, consultancy and external training) (from IPS Capital) Software Licence purchase (inc VAT) - 1st year only 100 100 Consultancy related to implementation (inc VAT) 12 35 47 Software maintenance - Year 1 15 15 0 3 External implementation costs total 127 35 0 0 0 162 Additional IT hardware requirements from ICT capital budget Hardware (from ICT Capital) New Hardware required 12 12 0 0 4 Total Hardware 12 0 0 0 0 12 Total project implementation costs 2013/4 2014/5 2015/6 2016/7 2017/18 Total 000 000 000 000 000 000 1 + 2 Project implementation costs - Revenue 46 92 20 0 0 158 3 Project implementation costs - Capital 127 35 0 0 0 162 5 TOTAL FUNDING REQUEST TO WOW Board 173 127 20 0 0 320 4 HARDWARE FUNDING REQUIREMENT (ICT CAPITAL) 12 0 0 0 0 12 6 TOTAL NEW PROJECT IMPLEMENTATION COSTS 185 127 20 0 0 332 Core costs for project - memorandum no additional funding requirement 2013/4 2014/5 2015/6 2016/7 2017/18 Total 000 000 000 000 000 000 Existing Core Staffing (no additional cost) Project Manager (K) 25 20 0 0 0 45 Business Analyst (K) 20 10 0 0 0 30 Systems Developer (J) 5 0 0 0 0 5 0 7 Total Core staffing cost for project implementation 50 30 0 0 0 80 PROJECT POST IMPLEMENTATION FINANCIAL IMPLICATIONS Project Title:fEC reference for Staff Costing details:Price base used:2013/14 pricesPROJECT - POST IMPLEMENTATION FINANCIAL IMPLICATIONS2013/42014/52015/62016/72017/8Total0000000000000000009Gross identifiable benefits0012023029064010Additional core salary (permanent staff on-going)0035555614611Additional Core Non-Salary (on-going requirement)0151517176412Total additional ongoing costs015507273210Net Spend Inflow/ (Outflow)0-1570158217430Cumulative Net Spend Inflow/ (Outflow)0-1555213430430Business Area A will request funding for a Systems Administrator to manage the system. However this should be offset in future by reductions in staffing as a result of staff efficiencies. IT Services will need to include additional resource for systems support in future budget requests as the skills needed to support this service are not currently available.Quantified benefits/savingsGross identifiable benefitsJob Title, FTE, Grade & cost (in following columns)Staff Efficiencies - Business Area A0060140200400Reduced Licence costs - legacy system00306060150Reduced IT services support costs - legacy system003030309000009Total gross identifiable benefits00120230290640Additional ongoing costs - Funding to be requested by sponsoring department(s)Additional Core salary requirement (permanent staff for on-going requirement)Job Title, FTE, Grade & cost (in following columns)Systems Administrator - Business area department00204040100Technical Systems Support - IT Services001515164600010Total Additional Core salary requirement00355556146Additional Core Non-Salary requirement (on-going requirement)On-going (Year 2+) Software Maintenance inc VAT01515171764000011Total Additional Core non-salary requirement01515171764 Net Present Value2013/42014/52015/62016/72017/82018/92019/202020/12021/22022/30000000000000000000000000000006Total new project implementation costs18512720000000013Net post implementation financial implications0-1570158217217217217217217Net Cash Inflow/ (Outflow)-185-14250158217217217217217217Discounted Cash Flow - Rate1.000.950.910.860.820.780.750.710.680.64Discounted Cash Flow-185-13545136179170162154147140Cumulative Discounted Cash Flow-185-320-275-13840210372526673813 Guidance for Business Analysts preparing a Stage 1 Business Case to be removed from Final document TO BE REMOVED FROM ANY CIRCULATED DRAFTS Documentation The following more detailed guidance is available as follows: General guidance on preparing business cases - Business Case Documentation - Strategic Programmes and Projects document in H:\strategic-projects\BA Procedures and Templates\1. Business Cases and requirements Overview and flow of business case process In H:\strategic-projects\BA Procedures and Templates\1. Business Cases and requirements\1. Stage 1\0. Stage 1 Process Overview Technical Options Analysis/Information Architecture Design In most cases, the Stage 1 Business Case work will include a Technical Options Analysis (TOA) or Information Architecture Design (IAD) by IT Services. The IT Services resource to provide this should have been identified in the Stage 0 Business Case and the BA should ensure that IT Services are given advance warning of when the analysis is required. The Information Architect in IT Services will advise whether a TOA or IAD is necessary, and it should be based on the requirements gathered by the Business Analyst and will often include a Request for Information (RFI) process with identified potential suppliers. The Business Analyst should provide the Functional Requirements and the Non-Functional Requirements for the RFI, whereas IT Services would provide the Technical and Security requirements. More information on the Technical Options Analysis and the RFI can be found at: H:\strategic-projects\BA Procedures and Templates\1. Business Cases and requirements\1. Stage 1\1. Technical Options and RFI Procurement exercises When a Business Analyst is preparing a Stage 1 Business Case and a Technical Options Analysis by IT Services indicates that the recommended option will involve procuring software from a third party supplier, then a meeting should be called to discuss and agree the procurement approach and timescales. This meeting should take place: Shortly after the Technical Options Analysis Prior to the finalisation of the Stage 1 Business Case (as the outcomes could influence costs, timescales etc in the Stage 1 Business Case) This meeting (and any necessary follow up meetings) would involve: Member of the commercial team in Legal (initial contact Clare Smith) Member of Procurement Member of IT Services ideally the lead from the Technical Options Analysis process The Senior User from the business area, or other similar key stakeholder Business Analyst Probable future Project Manager (if known at that point) Software licensing It is important to keep Julie Moore in IT Services informed regarding both estimated and actual software and consultancy costs at appropriate stages of the project. In particular any ongoing software licensing costs should be discussed with her before the case is submitted to the Ways of Working Portfolio Board, so she can assess whether the costs can be incorporated in future IT services budgets. Reporting options Where there are reporting requirements there should be an assessment of whether these requirements would ideally be delivered by: Operational reporting within any proposed operational system Use of the UoB Business Intelligence framework The mechanism to be used should be considered alongside the architecture for each case, but in general terms the approved approach would be: Operational ReportingShould ideally take place within the operational systemStrategic ReportingThis might take place within the Business Intelligence framework, particularly where there is a need for trend analysis, combining with data from other systems etc. It can be used to plug holes in operational reporting, but only as a last resort. If it is identified that the Business Intelligence framework needs to be used, then the requirements need to be discussed with Jenny Campion-Smith or Matt Shute in the Planning and BI Team to establish: Suitability of the BI service to meet the requirements Likely approach (e.g. use of data warehouse or not) Resources required to deliver Timescales in which those resources can be provided The following headings are not part of the business case but are in the document to indicate the formatting and heading regime that should be used as standard in this document. 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