Programme Definition Document

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1 Programme Name SRO Programme Director Brian Etheridge Graham Stockbridge Date 1/4/2013 Version 0.5 Status Board review 8/4/13 Date Version Status Date Version Status Purpose: This document is a summary of the definition of the DfT Shared Services Implementation Programme in terms of why it is needed, what it must achieve, its governance arrangements and how it will be managed. It will be used to inform the Programme Board s decision whether or not the work of the programme should commence under this structure. 1. Purpose and objectives of the The overall objective is to ensure the Shared Services Centre is divested to an external supplier and vfm for future service provision is achieved for DfT. The framework contract will be novated to the Cabinet Office, which will ensure that it is available to be offered to the wider Civil Service as part of the NGSS Independent Shared Services Centre Programme. For clarity, this includes: 1. Oversight of the Transition workstream, leading to divestment the DfT Shared Services function to the supplier (March to June 2013), including contract novation by July Business Unit Migration workstream (March 2013 to October 2014) 3. Build workstream (March to June 13), comprising the agresso system build 4. SAP moves workstream (March to December 2013) - activities involved in moving from DfT SAP to arvato SAP by end December 13 on the arvato hardware platform. 5. Infrastructure workstream (March to December 2013) - an arvato led work stream to ensure supporting infrastructure is in place to host arvato SAP and Agresso 2. Justification and business context The programme s Business Case states the Financial, Commercial, Management, Economic and Strategic justification for the Programme and has been approved by DfT internal processes (Centres of Expertise for each case, pre-cac process committee, CAC and BICC) followed by gaining HMT and SofS approvals. Please refer to this document for more information. Programme Governance Page 1 of Full programme-definitiondocument

2 3. Vision Statement This Programme sits within the broader Cabinet Office Independent Shared Services Centre Programme specifically ISSC1. The Vision for DfT is to migrate DfTc and its Agencies to a common platform, to achieve benefits of common standards and processes, and vfm in economies of scale. The solution will be developed with the view of being flexible enough to attract other Government Departments, which will then lower unit cost. 4. Success criteria Business Unit Migration Date Vehicle and Operator Services Agency (HR & payroll) January 2014 Maritime & Coastguard Agency April 2014 Driving Standards Agency April 2014 Vehicle and Operator Services Agency (Finance) April 2014 Highways Agency (Finance & HR) October 2014 Department for Transport (c) October 2014 Driver Vehicle Licensing Agency October 2014 Vehicle Certification Agency (payroll only) October 2014 Key success criteria: Migrated Business Units by October 2014 according to the schedule above Fit for purpose standard solution system built and tested by end June 2013 SAP system moved to arvato environment by end December 2013 Novation of contract by mid July 2013 Transition activities complete by mid June 2013 A standardised system that is well used, and meets the needs of the users. Other Key Performance Indicators are addressed in the Business Case 5. Outcomes and Benefits The outcomes and benefits anticipated from the programme include: Compliance with the NGSS Shared Services Programme Improvement in cross-government standardisation Significant monetary savings in longer term Shared Service Function costings. Avoidance of duplication of effort in report specification and data manipulation when collating Management Information. Better correlation of Management Information across the DfT group Better standardisation of processes across the DfT Programme Governance Page 2 of Full programme-definitiondocument

3 A Benefits Realisation strategy is covered in the Business Case and further work is being done on measuring benefits. 6. Blueprint Summary The Blueprint summary is shown below: Processes: HR, Finance and Procurement Processes are being reviewed and standardised across the DfT family to support this programme and better meet the needs of its customers. There will be a combination of new and amended business processes and associated business products, for example Management Information outputs. Organisation: As part of transition a number of DfT SSC staff will be transferred to arvato, the winning bidder, on TUPE terms. There will be significant change during the process, affecting all members of staff in DfT, as the system will look and feel different, and will be owned by a private company, including support. A partnership will have to be developed with both arvato the supplier, and the Cabinet Office who will own the contract. Information: The data and information that the organisation will require in order to deliver products and services to its customers will remain largely the same initially but development and testing of the new system will require data manipulation (including cleansing and common understanding of specification) and process flow information. Technology, Tools, Equipment, Facilities: An overview of the new infrastructure, IT specification, call centre requirements, and help desk equipment can be found in the contract. A summary of the key features: arvato will continue to provide support for the current SAP system until all DfT Business Units will be migrated. Initially, the hardware and software used will not change, but between October and December 13 the SAP system will move to the arvato platform. An Agresso system is in development and will be delivered to VOSA, the first to migrate in January Scope of change and exclusions The scope of the covers the following areas of change necessary to achieve the vision, benefits and blueprint: HR, Finance and Procurement functions for VOSA, MCA, DSA, HA, DfT, DVLA VCA is taking the payroll function only The DfT solution is within the Cabinet Office ISSC Strategy and the scope for the Programme Governance Page 3 of Full programme-definitiondocument

4 solution should allow it to be usable by OGDs. Outside the scope of the DFT Shared Services Implementation Programme are: Other Government Department projects (Cabinet Office are pursuing) Current systems that may be terminated may be: SAP BPC development and usage for Management Information SAP systems usage generally as Agresso is the planned software. This is dependant on the suppliers intentions. 8. Programme management organisation Detailed organisation charts can be found at Annex C1 and C2 9. Governance arrangements Stakeholder Engagement A stakeholder map is included as an annex to this document. Stakeholder engagement will be revisited as part of the communications and change activity. Governance Programme Board level The Programme Board membership is shown at Annex C1. Workstream level daily organisation Workstream Governance is shown at Annex C2. Build arvato are managing the build (final Design phase) working in close association with Xxxxxxxxxxxx (Cabinet Office) who is using the DfT Group Design Authority (3 x functions in DfT) and Swansea Shared Services expertise to deliver that workstream. Transition - Xxxxxxxxxxxx is managing the Transition phase (March 2013 to June 2013, with handover to arvato in June). Transition will be overseen by an Executive Steering Group comprising Graham Stockbridge (DfT Programme Director), Xxxxxxxxxxxx (Acting Chief Executive, Shared Services) and Xxxxxxxxxxxx (Director of Shared Services Strategy, arvato). DfT Migration delivery - The Migration Projects will be managed by the individual Business Unit (BU) Project Managers, see table 1. These projects are currently in the planning stage and will be responsible for delivering their migration according to Programme Governance Page 4 of Full programme-definitiondocument

5 an agreed schedule with arvato. The Shared Services Implementation Programme team will monitor and report progress to the SRO but individual Projects are required to manage their migrations, including data preparation, local business rules definition, testing and system acceptance from their Business Unit. To help with the cost of resourcing, BUs will be provided with a contribution towards the costs. Xxxxxxxxxxxx will take the lead centrally on monitoring the DfT Migrations until July when Xxxxxxxxxxxx will lead. Workstream leads are liaising regularly with the DfT Programme Manager (monitoring the Build, Transition and Migration workstreams) to avoid duplication of effort, particularly in reporting. The Single Client Futures Team continue to feed into Xxxxxxxxxxxx for any legacy decisions on SAP that need to be made while the current system exists. This includes being the DfT representative on the SAP Moves and Infrastructure workstreams. This will involve work with the ISSC1 Design Authority and Customer Collaboration Board. Risk Management A combined Cabinet Office ISSC1 and DfT SSIP Risk Register has been used since January, allowing a good view of both the more strategic risks and the DfT Programme risks. Please refer to the latest document. Two weekly meetings are scheduled for review. Issue Resolution Tolerances for raising an exception report are: main milestone slippage of 2 weeks and/or cost overspend of 20k against the budget. The organisation structure shows the the expected line of responsibility for issue resolution in any of the workstreams. Ultimately, Brian Etheridge will report to ExCo on issues raised with him. 10. Programme Plan and Tranche structure a) Summary of the Programme Plan An MS Project Plan is in place, with a working level of detail on Transition, Migration and Build. The SAP moves and Infrastructure (arvato led) workstreams are still being developed. See the High Level Shared Services Programme plan (Microsoft Project) at Annex D. b) Key Milestones: (extracted from the programme Plan) Programme Governance Page 5 of Full programme-definitiondocument

6 Workstream Description: Target date: Contract Signature 28/2/2013 complete Governance Programme Board April 8 th then monthly Governance Programme Plan aligned fully with arvato and 15 th April 2013 Cabinet Office (reviewed and finalised) Governance OGC Gateway Review 4 May 2013 Transition Asset audit Mid May 2013 Transition achieved to arvato Early June 2013 Novation of contract to CO July 15th Build PID agreed Jan 2013 complete Workshops to validate build March 13 complete Build complete End May 13 Standard template complete End July 13 Migration Migration plan in place for VOSA Mid May 2013 Migration plans in place for MCA,DSA, VOSA End June 2013 Migration plans in place for DfT, HA, DVLA December 2013 Migration for VOSA Jan 2014 Migration for MCA,DSA, VOSA April 2014 Migration for DfT, HA, DVLA October 2014 Lessons Learned review November 2014 Review of achievement of anticipated benefits November Change and communication Plan The outputs from the projects and workstreams will be co-ordinated via the DfT Programme Office, working alongside the Cabinet Office and arvato programme offices to deliver the programme objectives. The organisation chart at annex C2 shows the Change Management Group who will be convened in order to plan and facilitate embedding the new capability into day to day operations. The Change Management team will have responsibility for developing and implementing these plans. 12. The Projects Dossier The projects/workstreams that will contribute to the realisation of the benefits are: Transition March to June 1 st (all current users involved, led by Xxxxxxxxxxxx) Detailed plan in place to deliver all activities (HR, asset transfer and other contract Programme Governance Page 6 of Full programme-definitiondocument

7 deliverables) Transition workstream lead - Xxxxxxxxxxxx Migration February 2013 to October 2014 (all users are involved, led by Xxxxxxxxxxxx) DfT Programme level planning, governance, reporting and monitoring in place BU Migration Projects planning Build March 2013 to June 2013 (3 x functions in the Group Design Authorities, led by Xxxxxxxxxxxx Cabinet Office) DfT Programme level planning, governance, reporting and monitoring in place Group Design Authority work SAP Moves March 2013 to Dec 2013 (arvato led, involving testing resource from DfT) Activities involved in moving from DfT SAP to arvato SAP by end December 13 on arvato hardware platform. Infrastructure March 2013 to Dec 2013 (arvato led) arvato led work stream to ensure supporting infrastructure is in place to host arvato SAP and agresso 13. Programme Controls and Reporting Arrangements Sponsoring Group/Programme Board decision points Significant milestones and deliverables will be broken down into enough detail to ensure the tolerance of 2 weeks overdue is not exceeded. Timescales for transition are particularly tight so this monitoring will be crucial. There will be a cost tolerance set by the Programme Board. Programme Manager s briefing and reporting arrangements o Two weekly Highlight reports to SRO and other members of the Programme Board o Weekly reports to Cabinet Office o Programme Board reports monthly o To other stakeholders (comms plan to be developed in detail) Progress reports/meetings between the Programme Manager the projects/workstreams leaders o Weekly update meetings with Migration Project managers from the business units to check progress on migration projects, including leads from the three functional areas. o Weekly update meetings with Workstream lead on transition and Build. o Weekly update meetings with Cabinet Office and arvato programme offices. o OGC Gateway Reviews. See Business Case. Gate 4 booked for May. Programme Governance Page 7 of Full programme-definitiondocument

8 o Healthchecks. Arvato and DfT are carrying out readiness checks. o Assurance reviews. See Business Case o Audits. See Business Case Reporting and Programme meetings Timing Title/purpose Who Thursday 2pm - weekly Thursday 3pm weekly Friday noon - weekly Shared Services Migrations Forum. Migration Project and programme update dial in meeting Project Highlight dial in meeting with Cabinet Office & arvato Project Highlight report to DfT teams and Cabinet Office Friday noon Project Highlight report weekly financials to DfT teams 8 th April Programme Board papers to include agenda, highlight report, risk register. Migration Workstreams: All BU Project Managers Design Authority leads (AD,NS,JD) Xxxxxxxxxxxx and or Xxxxxxxxxxxx Xxxxxxxxxxxx DfT Programme Office to provide to Cabinet Office, XXXXXXXXXXXX, Migration BU Project Managers, 3 x Group Function leads, IT and Change XXXXXXXXXXXX to provide to: XXXXXXXXXXXX Programme Board members w/c 6 th May Programme Board Programme Board members w/c 10 th June Programme Board Programme Board members w/c 8 th July Programme Board Programme Board members TBA ExCo meetings 14. Summary of key risks and issues Please see Risk Register. 15. Stakeholder summary A stakeholder map is included as an annex to this document. Stakeholder engagement, including a full list of stakeholders and a more detailed stakeholder mapping will be revisited as part of the communications and change activity. Annexes: A. Stakeholder Map B. Migration Readiness checklist - draft C: Organisation Structure and Role descriptions Programme Governance Page 8 of Full programme-definitiondocument

9 Annex A : Stakeholder Map (draft) Stakeholder Aspect of the DFT Shared Services Implementation Programme Programme Strategic Direction Financial Revisions to Communicati on w ith Implementation of Operational changes Stakeholder information (e.g. assessment of influence & impact plus contact details) SRO/Board X X X X Users X X X X arvato X X X X X Business Unit snr management X X Business Unit Project Managers X X X X X Cabinet Office X X X OGD X Group Finance X X X X X Group Procurement X X X X X Group HR X X X X X IT X X X X X Programme Governance Page 9 of Full programme-definition-document

10 Annex B Cabinet Office Readiness Assessment DRAFT Name of organisation: eg: DfT (Agency/BU name) Finance Procurement HR Payroll Department Current (As is) State 1 Staff understand rationale for ISSC1 and realise need to develop new skills and attitudes Current (updated in last 3 months) Business Process Maps are available for Finance, HR, Payroll & Procurement Current business process issues (root cause) are documented / reported All Data Sources are documented (LIST THEM) Data Retention Policy exists and has been implemented Recent Data QA has been performed and issues addressed Security obligations are documented Key staff from the directly affected functions (HR, Finance, Procurement, Payroll) have been identified? Named key stakeholder / representatives have been identified (Finance / HR centres of excellence, Trade Unions, Staff Groups, Audit) The SRO has been appointed and is a member of the senior management team of the organisation making the transition Project Manager identified (daily contact) 12 Existing contractual obligations for Finance, HR, Payroll & Procurement services are documented including notice periods & termination costs Current cost baseline information is available to measure benefits from ISSC Are there any Risks / Issues that impact on ISSC1 implementation Future (To Be) State 15 Documentation of Retained Business Processes / Operational Model with resource required to operate Departmental business process champions identified Alignment of Retained BP to ISSC1 processes Training needs analysis prepared Data Sources & interfaces required for Retained / ISSC1 documented Volume metrics for Retained & ISSC1 (pricing units) verified Programme Governance Page 10 of Full programme-definition-document

11 Journey 21 Gap analysis / Dependencies- As Is vs To Be (ISSC1 plus Retained) produced Documented approach to Staff impact e.g. At Risk, TUPE Group Migration resource identified (Finance, HR, & Procurement) Outline Communication Plan prepared Programme Governance Page 11 of Full programme-definition-document

12 Annex C 1 - Board Governance Migration Projects within the Business Units will have their own boards to ensure progress is measured and there is quick resolution of local issues. Shared Services Implementation Programme SRO Brian Etheridge Shared Services Implementation Programme Programme Director Graham Stockbridge PMO function Xxxxxxxxxxxx Business Unit Migration Project SROs Xxxxxxxxxxxx DSA Xxxxxxxxxxxx DVLA Xxxxxxxxxxxx HA Xxxxxxxxxxxx MCA Xxxxxxxxxxxx VOSA Xxxxxxxxxxxx VCA Xxxxxxxxxxxx DfTc Group Function Design Authority SROs (Build) Xxxxxxxxxxxx Group Procurement Xxxxxxxxxxxx Group Finance Supplier/ Cabinet Office Xxxxxxxxxxxx Transition/ DfT Migration lead Xxxxxxxxxxxx Single Client/Legacy IT Manager Xxxxxxxxxxxx DfT Change Xxxxxxxxxxxx Programme Definition Page 12 of Full programme-definition-document

13 Annex C 2 - Organisation Structure and role descriptions, detail on function Supplier Until novation of contract ISSC 1 Director Key DfT Resource CO Resource SCS1 - DfT Programme Director (Graham Stockbridge) Cabinet Office Programme Mgmt arvato Programme Mgmt Cabinet Office Technical Design Authority Build/governance/migration SAP Moves and Infrastructure workstreams Single Client Legacy ICT DfT Programme Manager (monitoring all workstreams) DfT Group Change & Communications Manager Transition and Migration Manager DfT Group Design Authority (Build and functional change) Change Management group Group Leads: HR, Finance, Proc BU Migration Project Change Leads Communications lead Group Finance Group Procurement Group HR IT lead SRO SRO SRO DFTc esourcing DfTc DVLA policy DVLA DSA DVLA MCA HA MCA VOSA MCA VCA (watching VOSA brief/contact) DSA TBA - VOSA HA Programme Definition Page 13 of Full programme-definition-document arvato Continuous Improvement network coordinator 2 x Business Representatives (eg Busting bureaucracy / Operational manager) Migration Project Management group VOSA DSA MCA VCA DfTc DVLA HA

Programme Headlines. Project Headlines. Appendix - Watford 2020 Progress Update Report 8 November 2017

Programme Headlines. Project Headlines. Appendix - Watford 2020 Progress Update Report 8 November 2017 Completed by: Liam Hornsby Period from: 23 October 2017 Date completed: 6 November 2017 Period to: 6 November 2017 Current Programme Status Trend since last report Programme Headlines R R/A A/G G Worse