Council. 17 March To note. Strategic Applications Project: Governance Framework. Issue

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1 Council 17 March d To note Strategic Applications Project: Governance Framework Issue 1. The Strategic Applications Project (SAP) will deliver major improvements to our efficiency and effectiveness by providing a new suite of application systems through phased implementation during 2005, 2006 and This paper describes the SAP s governance framework. Recommendation 2. To note the framework for the governance of the Strategic Applications Project (paragraphs 8-26). Further information 3. Dave Anson danson@gmc-uk.org

2 Background 4. The Strategic Applications Project will deliver major improvements to our efficiency and effectiveness by providing a new suite of application systems through phased implementation during 2005, 2006 and The SAP will involve: a. A peak core project team of up to 25 full time equivalent staff. b. An forecast cost of about 7m. c. An impact on all business processes. 5. We set out to acquire a core application package that will meet a high percentage of the needs of Registration and Education Directorate and Fitness to Practise Directorate. The core package be supplemented by additional, complementary, packages as required. 6. The project is managed by a single project manager, reporting to the Head of Information Systems. 7. The business case and budget were approved by the Resources Committee in December Discussion Governance overview 8. The project will be run in line with the Prince2 methodology (the leading Project Management standard provided by the Office of Government Commerce). The key Prince 2 principles have been adopted in a format suitable for a project of this size. Members involvement 9. We have constituted a Strategic Applications Project Steering Group, comprising five Council members. This sub-committee will report to the Council through the Chief Executive s report. Regular reports will be provided to Resources Committee, Fitness to Practise Committee, and Registration Committee. 10. The terms of reference for the SAPSG are to ensure that: a. The programme is consistent with the GMC s strategy. b. Risk is managed effectively. c. The programme meets overall budget, schedule and performance targets. d. The objectives and progress of the project are communicated to other members of the Council, the Steering Group members acting as champions for the project. 2

3 11. The members are: Stuart Heatherington, Brian Keighley, Krishna Korlipara, Ann Robinson (Chair), and Joan Trowell. 12. The SAPSG will meet quarterly, alternating between face-to-face meetings and conference calls. 13. In general, reports to the Resources Committee, Fitness to Practise Committee and Registration Committee will be on a to note basis, without the attendance of a member of the project staff. However, at key points a senior member of the project organisation will attend to conduct a report and review session. Project Board 14. The Project Board will manage the project by exception through reports and communication from the Project Manager. The Project Board s primary role is to make key decisions and supply resources to the project. It will meet monthly. 16. The Project Executive is ultimately responsible for the project and, as such, owns the project s Business Case. Primary responsibilities are: a. Balancing the demands of the User, Supplier and Business. b. Approving the Project Board. c. Chairing Project Board meetings. d. Ensuring that the project is delivered in time and on budget. e. Ensuring that the project meets its Business Case. 17. The Chief Executive will be the Project Executive. 18. Dave Anson, Head of IS, will be the Senior Supplier. The Senior Supplier needs to achieve the results required by the Senior Users, ensuring that the designs and proposals are realistic within the cost and time parameters for which the Project Executive is accountable. The Senior Supplier represents the interests of those designing, developing, procuring, implementing, maintaining and operating the supplier products. 19. It is possible that the Senior Supplier role will be supplemented by a representative from one or more of the external software suppliers post packageselection. 20. There are several Senior Users on the Project Board. They are responsible: a. For promoting and maintaining focus in the desired project outcome. b. Re-evaluating the priority of issues after impact analysis. c. Providing user resources. 3

4 d. Ensuring that the solution will meet user needs within the constraints of the Business Case. e. Providing project assurance from a user perspective. 21. The Senior Users will be: Paul Philip (Fitness to Practise), Amanda Watson (Registration and Education), Andrew Ketteringham (Policy and Corporate Affairs), Paul Buckley (Strategy and Planning) and Neil Roberts (Resources). 22. The Project Manager will also attend Project Board meetings. User Group 23. The Project Board will be supported by a User Group. The User Group will comprise key users representing all parts of the GMC. The User Group plays a key role in making recommendations to the Project Board and ensuring that there is a close relationship between the Project Team and the end-user community. Specific responsibilities include: a. Participating in the software evaluation process and making recommendations to the Project Board. b. Leading change management and communications aspects of the project within the user s home directorate. c. Championing the project. d. Keeping Council committees appraised of progress. e. Contributing to the system design by attending design workshops. f. Planning and coordinating the broader involvement in the project of the user s home directorate (for example, participation in workshops and testing events). g. Reviewing and approving project deliverables. h. Helping to resolve significant issues. i. Helping to frame issues that need escalation to the Project Board. 24. The members of the User Group will be: Neil Marshall (Fitness to Practise), Robert Loughlin (Fitness to Practise), David Hall (Registration and Education), Sarah Bedwell (Policy and Corporate Affairs), Andrew Ledgard (Policy and Corporate Affairs), Murray McPherson (Policy and Corporate Affairs) and Dan Johnson (Resources). 4

5 Project assurance 25. Under Prince 2, guidelines there should be an external evaluation of the project on a periodic basis. This should be instructed by the Project Board rather than the project management team. Key aspects of assurance include: a. User needs and expectations. b. Risks, expenditures and time constraints. c. Fit in the overall strategy of the organisation. d. Viability of the project. e. Meeting the business case. f. External and internal communications. g. Security. 26. The GMC will use the services of a third party to provide assurance. Recommendation: To note the framework for the governance of the Strategic Applications Project. Resource implications 27. None. Equality 28. No implications arising from this paper. 5