Page 1 of 9 School of Arts and Humanities – UIS Service Portfolio and Catalogue Pilot Project Initiation Document Proprietary and Confidential to the University of Cambridge

Project Initiation Document

School of Arts and Humanities UIS Service Portfolio and Catalogue Pilot

Version Control

Version Author Description Date

0.1 Andrew Cox Initial draft 31.10.14

0.2 Debbie Salmon Editing of initial draft 3.11.14

0.3 Linda Spinks Update of development timeline diagram 3.11.14

0.4 Linda Spinks Update following meeting with Milly Bodfish 4.11.14

0.5 Debbie Salmon Update following internal meeting 6.11.14

0.6 Debbie Salmon Insertion of paragraph for Product Selection 7.11.14

1.0 Approved by Martin Bellamy 20.11.14

1.1 Andrew Cox Feedback from Martin Bellamy 28.11.14

2.0 Approved by Ian Cooper (on behalf of Martin Bellamy) 2.12.14

Project Details

Project Name: School of Arts and Humanities - UIS Service Portfolio and Catalogue Pilot Project Proposer: Milly Bodfish Project Sponsor: Martin Bellamy Project Manager: Andrew Cox Project Team: Linda Spinks, Debbie Salmon, Richard Mee, Steve Kimberley, Jennifer Pollard

Document Objectives

The purpose of this document is to clearly define the scope and approach to the pilot for the UIS Service Portfolio and Catalogue Pilot with the School of Arts and Humanities, ensuring a clear understanding of the roles and responsibilities of the stakeholders within the project.

Project Background

Milly Bodfish (Secretary of the School of Arts and Humanities) had approached Martin Bellamy with a requirement to draw services from UIS; this follows the School’s experience of IT challenges during the year. It was agreed that UIS would engage in a six-month pilot project with the School to introduce a Service Portfolio and Catalogue, a facility which will, in time, be made available to all areas of the University. The interim UIS Information Services Catalogue Manager (a secondment from UIS to be identified) will engage with the Schools’ IT Co-ordinators to establish communications and processes across the departments, to build the pilot portfolio and catalogue services.

Page 2 of 9 School of Arts and Humanities – UIS Service Portfolio and Catalogue Pilot Project Initiation Document Proprietary and Confidential to the University of Cambridge

The School is experiencing several challenges with IT, in the following areas:

Staffing: most institutions are dependent on a single member of computing staff for local IT services and support.

Systems and procedures: have been developed independently, so there is great scope for the sharing of knowledge, expertise, economies of scale in purchasing etc.

Services: there is a duplication or omissions in the services provided across the University and within faculties/institutions.

Strategy and planning: there is a lack of strategy for IT, and planning for IT infrastructure, development, and investment.

Project Scope

The Service Portfolio and Catalogue Pilot:

Will act as a ‘pilot’ in aspects of the UIS change management project, and define services that fit faculty/institutional requirements.

The project will need to establish a dialogue with academics, to understand their experience and requirements for an IT service.

Establish a User Group to include computer officers, administrators, academics, and students, for briefings and validation of the alpha to beta build of the School’s service catalogue.

The service catalogue, once populated will be used as the basis for discussion with the academics, computer officers, and students in each department on what they would like to see in a "to be" Service Catalogue. We will use the catalogue process as the basis for identifying and prioritising the additional services the School would like to see in the future, as well as identifying services which are duplicates or no longer required.

To build a complete menu of computing services that are offered across the institutions of the School, with local as well as UIS and third party (for example, cloud services) provision in one catalogue. This will give much clearer information to users about the services that are offered, as well as enabling discussions about where there is scope for efficiencies in offering services differently or more consistently in future.

Once built, to support the use of the catalogue with the departments within the School and identify opportunities for catalogue additions as well as providing support to academics, educators, and administrators in its use.

To provide an opportunity to evaluate the effectiveness of the Service Catalogue within the School context.

There will be a secondment opportunity, as an Information Services Catalogue Manager for the School.

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Project Objective

The objective of this new project is to produce an online Service Portfolio and Service Catalogue which supports the requirements of the School of Arts and Humanities. The Service Portfolio and Service Catalogue should enable the School to identify the services that they can rely upon UIS to provide. All the services in the ‘As Is’ list of services provided by UIS could potentially be a service which either UIS provide currently to the School, or could be provided to the School without further development by UIS. In addition, locally produced services will be captured within the Service Catalogue. The services will need to be categorised accordingly to aid understanding about whether they may be transferable or specific to a department. The type of services include: local, UIS, third party, or a combination of these services. The scope of the project is to present the services in the existing ‘As Is’ list in an online Service Portfolio and Service Catalogue suitable for the School of Arts and Humanities. To ensure that the production of the online Service Portfolio and Service Catalogue is not done in isolation to the other elements of the roadmap for the implementation of the Service Management framework, it is important that the IT Service Management Strategy is produced to help establish the direction and governance for the framework. However the production of the IT Service Management Strategy is not part of this project. On completion of the pilot, processes will have been defined to support the ongoing management and development of the Service Catalogue. Project Organisation

UIS will provide the following services for this project:

Information Services Catalogue Manager to develop the catalogue prototypes and relationship management.

Business Analyst support (part-time).

Project management.

Workshop facilitation – for both requirements gathering and Portfolio design activities.

Support in the recruitment of an Information Services Catalogue Manager for the School of Arts and Humanities.

The status of this project will be reported monthly as part of regular updates held between Martin Bellamy, Milly Bodfish, Andrew Cox, and Linda Spinks. The stakeholders in this process are:

Martin Millett, Head of the School of Arts and Humanities

Martin Bellamy, Director, UIS

Andrew Cox, Head of Student Systems, UIS

Milly Bodfish, Secretary of the School of Arts and Humanities

Steve Kimberley, IT Coordinator, School of Arts and Humanities

Jennifer Pollard, IT Coordinator, School of Arts and Humanities

Departmental Computer Officers

UIS Service Owners (as required), to be defined

Page 4 of 9 School of Arts and Humanities – UIS Service Portfolio and Catalogue Pilot Project Initiation Document Proprietary and Confidential to the University of Cambridge

The School of Arts and Humanities is one of six Schools, and comprises the faculties of:

Architecture and History of Art

Asian and Middle Easter Studies

Classics

Divinity

English (including Anglo-Saxon, Norse and Celtic)

Modern and Medieval Languages

Music

Philosophy Also within the scope of the School are the Centre for Research in Arts, Social Sciences and Humanities (CRASSH), and the Language Centre. The project will be phased by splitting the departments into two groups for the more detailed acitivities. It is proposed that Modern and Medieval Languages, English (including Anglo-Saxon, Norse and Celtic) and Classics be part of the first phase. Rollout will then be planned as appropriate. Overriding communications and high level workshops will involve all departments. Departmental computer officers will be expected to commit to regular (monthly) two-hour meetings throughout the lifecycle of the project. Individuals within these groups will be engaged depending on their particular interest.

Approach

Produce the Change Strategy The Change Strategy Document is used to record the approach to be taken to change within the project and, as a result, to assist in the management and documentation of any proposed change. This will include:

Identification of user groups.

Identification of potential changes in process as a result of the change.

Approach to the evaluation and support of business readiness.

Approach to transition - including the production of a communications plan.

Identification of potential new working practices. Design and Document the Service Portfolio Management Process To ensure there is a repeatable process which can be followed in future developments of the Service Portfolio, the process should be designed and documented. Part of the design and documentation will be carried out in workshops with UIS staff who will be responsible for the process in the future. Produce the Service Portfolio In the production of the Service Portfolio, the Service Portfolio Management process designed and documented in the earlier activity can be validated (proven that it can be operated) and established (identify the UIS staff who are responsible, accountable, consulted, and informed). The use of the process in the production of the portfolio will also ensure that the process will be used in future work on the portfolio, in particular, when new services are introduced.

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The key activity in the production of the Service Portfolio is to take the existing ‘As Is’ list of services and distil them into the groups or categories of service, which will then be the main categories in the Service Portfolio. The value proposition of the services in the portfolio also needs to be articulated clearly. The development of the portfolio will be carried out in an ‘agile’ or iterative manner, i.e. as soon as there is new content or a demonstrable new feature it will be presented to both internal (UIS) and external (end user communities) groups to obtain comment and suggestions for improvement. Design and Document the Service Catalogue Management Process To ensure that there is a repeatable process which can be followed in future developments of the Service Catalogue, the process should be designed and documented. Part of the design and documentation will be carried out in workshops with UIS staff who will be responsible for the process in the future. Define the Service Catalogue In the production of the Service Catalogue, the Service Catalogue Management process designed and documented in the earlier activity can be validated (proved it can be operated) and established (identify the UIS staff responsible, accountable, consulted and informed). The use of the process in the production of the catalogue will also ensure that the process will be used in future work on the catalogue, in particular when the details of services need to be amended. The main activity in the production of the Service Catalogue is to describe the items available as services. The ‘As Is’ list is currently a list of applications rather than services or ‘actions that deliver a benefit to a recipient. The development of the Service Catalogue will be carried out in an ‘agile’ or iterative manner, i.e. as soon as there is new content or a demonstrable new feature it will be presented to an internal group (UIS) to obtain comment and suggestions for improvement. Also during the production of the catalogue, it will be presented regularly to the end user community for whom it is proposed, to check that the contents of the catalogue have value to the users. 1 Internal workshops for UIS staff, external workshops with School of Arts and Humanities IT Co-ordinators Project Timescales

Development timeline for a pilot Service Portfolio and Service Catalogue Figure 1 below shows the activities that need to be completed to produce a pilot Service Portfolio and Service Catalogue, but in an environment which can be used to maintain and develop the Service Portfolio and Service Catalogue in the future, i.e. appropriate processes for Service Portfolio Management and Service Catalogue Management need to be defined, documented, validated, and established. In the diagram, each of the listed activities has time allocated to allow for the iterative development of the particular activity, i.e. an allowance for the presentation of an initial draft, followed by the necessary re-working before another draft is produced. So the timetable represents the total time required to produce a particular item and should not be understood as requiring 100% effort for the duration of the whole period.

Page 6 of 9 School of Arts and Humanities – UIS Service Portfolio and Catalogue Pilot Project Initiation Document Proprietary and Confidential to the University of Cambridge

Figure 1: Timeline for the delivery of the pilot Service Portfolio and Catalogue

The high level timings are currently as shown in the table below (note that these timings are subject to a full project planning workshop which will take place once the project has been launched):

Task Name Start Finish

Initiate Project – project planning workshop

Launch meeting for School Computer Officers and UIS representatives

Fri 5/12/14

Appointment of UIS Secondee

Appointment of School IS Manager

Identification of IT Service Requirement (end to end and federated)

Gap Analysis of IT services

Identification and Sourcing of Missing Services

Creation of Service Catalogue version 1

User Acceptance Testing of the Service Catalogue

Service Catalogue Go-Live

Completion of pilot phase

Tues 30/6/15

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Product Selection

Due to the data structure and hierarchies needed to support the Service Portfolio/Catalogue, the development for the pilot project will be conducted in Drupal. The underlying database needs to hold a single, comprehensive definition for each service but provide the flexibility to deliver a tailored view to each community.

Risks, Constraints and Assumptions

The following have been identified: Risk: Insufficient staff engagement with the project. To ensure the project is successful, we will need the support and active engagement of computer officers across departments within the School, and we will be actively seeking their support at and following the launch event. Constraints None identified. Assumptions The Service Catalogue will include services provided by the UIS and internal services provided by the School itself. This will provide a single view of the IT services provided. In preparing this proposal, it has been assumed that in the event of the IT Service Management Strategy not being completed before the start of this project, the Service Portfolio Management and Service Catalogue Management processes will be based on Information Technology Infrastructure Library (ITIL) best practice. This assumes that the IT Service Management Strategy will recommend the adoption of ITIL best practice processes. It is assumed that process maps (where required) will be produced using Triaster following the standard methodology. Once complete these will be published to the live Process Library.

Project deliverables

The project deliverables are:

A defined, documented, validated and established Service Portfolio Management process.

An identified process owner for the Service Portfolio Management process.

A RACI matrix for the Service Portfolio Management process identifying who is Responsibility, Accountability, Consulted or Informed in the operation of the process.

A defined, documented, validated, and established Service Catalogue Management process.

An identified process owner for Service Catalogue Management process.

Page 8 of 9 School of Arts and Humanities – UIS Service Portfolio and Catalogue Pilot Project Initiation Document Proprietary and Confidential to the University of Cambridge

A RACI matrix for the Service Catalogue Management process identifying who is Responsibility, Accountability, Consulted or Informed in the operation of the process.

Web-based UIS Service Portfolio in support of the School of Arts and Humanities.

Web-based UIS Service Catalogue in support of the School of Arts and Humanities.

Identification of services that are duplicates or obsolete.

Identification and prioritisation of future service demand.

Responsibilities

UIS resources are required to:

Produce the IT Service Management strategy.

Assist in the design and documentation of the Service Portfolio Management and Service Catalogue Management processes.

Lead the design and build of the online School of Arts and Humanities Service Portfolio and Service Catalogue.

Provide content for the Service Portfolio and Service Catalogue.

Facilitate the internal and external group reviews of the Service Portfolio and Service Catalogue as they are developed.

Support the School in the acquisition and deployment of services from the new Service Catalogue.

Skills Required on the Project

The following skills required on the project are:

Programme/project management: to programme/project manage the activities to be carried out over the six months.

Knowledge of IT Service Management and ITIL:

o to assist in the design, definition, validation and establishment of the Service Portfolio Management and Service Catalogue Management processes

o to analyse the contents of the existing ‘As Is’ service list and distil the services into categories for presentation in the Service Portfolio

o to describe the items in the Service Catalogue as services

o to advise on the contents of the Service Portfolio and Service Catalogue

Web design and build skills: to design and build the online Service Portfolio and Service Catalogue.

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Process design and documentation skills, including knowledge of the tool used to document the processes.

Facilitation skills: to present iterations of the Service Portfolio and Service Catalogue to internal (UIS) and external (end user communities) groups, and elicit comments for corrections, improvements etc.

Resources from UIS

Information Services Catalogue Manager (secondment)

Web Developer

User Experience Specialist

Information Architect

Business Analyst

Resources from the School

Milly Bodfish, Secretary of the School of Arts and Humanities

Steve Kimberley, IT Coordinator, School of Arts and Humanities

Jennifer Pollard, IT Coordinator, School of Arts and Humanities

Departmental Computer Officers

Post-Project Review

Projects will be reviewed on an annual basis, dependent on the individual project recommendations.

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