Large or small project?

Is it a large, complex project or small, simple initiative?

Categorisation depends on 3 variables:

 Large, complex projectSmall, simple initiative
  • Scope covers more than one Division/Faculty/School
  • Common requirements across Divisions/Faculties/Schools
  • Scope covers one Division/Faculty/School or less
  • Requirements particular to the originating area and not required by other university areas
  • Requirement for Business Analyst and/or Project Manager to develop a Business Case and implement solution
  • IT Services impact & resource requirements are significant
  • Project managed within originating area with minimal or no Business Analyst and Project Management requirement
  • IT Services impact & resource requirements light/minimal
Funding (new staff and non-salary)
  • More than £25k required for entire project
  • £25K or less required for entire project (Please note that Strategic Programmes and Projects has no budget to fund these initiatives)
  • ERP and SLSP Programmes
  • Lecture Capture (Mediasite)
  • Leisure Management System
  • Reading Lists
  • New website for recycling and re-using spare equipment and furnishing
  • New telephony system for Alumni fundraising telethons
  • Department specific projects
Approval Route
  • Request to Strategic Programmes and Projects for guidance and advice
  • Outline Proposal developed by Division/Faculty/School to System and Process Investment Board (SPIB) for early feedback and guidance
  • Stage 0 Business Case developed by Division/Faculty/School (guided by Strategic Programmes and Projects)
  • Stage 0 Business Case to SPIB (requesting Business Analysis support to develop the full Business Case and/or Statement of Requirements)
  • Stage 1 Business Case development starts, led by Business Analyst supplied by Strategic Programmes and Projects
  • Business Analyst reviews processes and identifies business requirements
  • IT Services provide Technical Options Analysis
  • Stage 1 Business Case (including Funding assessment for resource and capital spend) produced and submitted to Project or Programme Board for approval to proceed
  • Timing and level of IT Services resources confirmed (at monthly Change Resource Advisory Board (CRAB) meeting)
  • Portfolio Management Group assesses the impact of the project on overall programme of work already underway, covering prioritisation, resource, change and capacity impact of starting a new project, and then providing a recommendation to SPIB
  • Stage 1 Business Case to SPIB for review and approval (or not) to proceed
  • Request to Strategic Programmes and Projects for guidance and advice on development of Business Case/Statement of Requirements
  • Business Case developed by Division/Faculty/School
  • Projects with system changes, reviewed by IT Services and Chief Information Officer (CIO) to assess technical solution, impact on other projects, compliance with IT strategy and policy and development resource to include:
    • Meets UoB Technical requirements
    • Impact on resources minimal
    • Licence impact assessed
    • Possible availability of capital funding
  • Project Sponsor, Director of Strategic Programmes and, where project has system changes, CIO sign off approval (or not) to proceed