major i&it projects report tb/mbc – date for the quarter ending date confidential advice to...

Major I&IT Projects ReportTB/MBC – date

For the Quarter Ending Date

Confidential Advice to Cabinet

Office of the Corporate Chief Information Officer, Ministry of Government Services

2

MGS Recommended Minute

That Treasury Board/Management Board of Cabinet: Receive the X Quarter Major I&IT Projects Report Note the following IT projects are included in the

report: Name Name Name Name Name Name Name Name

Note that a Post-Implementation Review/Lessons Learned has been completed for (Name of project), so the project will not be included in future Major I&IT Project Reports.


NB: The MPR is a summary of significant I&IT projects where the OPS directly manages and delivers the project. As a result, it currently excludes transfer payment entities like SSHA, unless MBC has specifically directed reporting via MPR.


3

MGS Recommended Minute (continued) That Treasury Board/Management Board

of Cabinet:

Receive the reportback on the decisions made by the Information Technology Project Approval Committee (ITPAC) during the X quarter, fiscal year.

Reportback on ITPAC QX decisions:

Date (Ministry):

Minute from ITPAC



4

Risk Assessment

• High Risk does not mean that a project is at risk• Taking a greater risk may be appropriate if a project has potential to deliver greater rewards• All projects are in the medium/high range for inherent risk. This is consistent with I&IT Task Force

recommendations that MBC should provide oversight on only the highest risk projects. An example of a risk assessment is contained in Appendix 1.


Project NameInherent

Risk AssessmentMinistry Residual Risk Assessment

MINISTRY ACRONYM - Project Name High HighMINISTRY ACRONYM - Project Name High HighMINISTRY ACRONYM - Project Name High MediumMINISTRY ACRONYM - Project Name High MediumMINISTRY ACRONYM - Project Name High MediumMINISTRY ACRONYM - Project Name High MediumMINISTRY ACRONYM - Project Name High LowMINISTRY ACRONYM - Project Name High LowMINISTRY ACRONYM - Project Name Medium MediumMINISTRY ACRONYM - Project Name Medium MediumMINISTRY ACRONYM - Project Name Medium LowMINISTRY ACRONYM - Project Name Medium LowMINISTRY ACRONYM - Project Name Medium LowMINISTRY ACRONYM - Project Name Medium Low


5

Portfolio Performance – Cumulative Assessment

Assessed rating improved from Q3

= Assessed rating same as Q3

Assessed rating worsened from Q3

Monitor Manageable On Track

Cost/schedule 30% or more from plan

Cost/schedule variance of 10% to 30% from plan

Cost/schedule variance < 10% from plan


Note: Assessments based on formula against current baselines where approved/ recognized and adjusted where key information was provided. Variances are relative to total project.

Planned Actual Planned Actual

MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track = xx.xx% xx.xx% Manageable =

I&IT Controllership comments

MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track = xx.xx% xx.xx% On Track =


MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track = xx.xx% xx.xx% Manageable






MINISTRY ACRONYM - Project Namexx.xx xx.xx xx.xx On Track = xx.xx% xx.xx% On Track =


Project NameStatus Status

Low

(<

30M

)

$ CommentsCumulative Project Costs as of Q1 07/08

Cumulative Project Schedule as of Q1 07/08

Total Project Value


6

Portfolio Performance – Cumulative Assessment

Assessed rating improved from Q3

= Assessed rating same as Q3

Assessed rating worsened from Q3






Note: Assessments based on formula against current baselines where approved/ recognized and adjusted where key information was provided. Variances are relative to total project.


MINISTRY ACRONYM - Project Namex.xx x.xx x.xx Manageable = xx.xx% xx.xx% Manageable =


MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track N/A xx.xx% xx.xx% On Track N/A






MINISTRY ACRONYM - Project Namexx.xx xx.x xx.x Manageable = xx.xx% xx.xx% Manageable =






MINISTRY ACRONYM - Project Namexxx.xx xxx.x xxx.xx Monitor = xx.xx% xx.xx% Monitor =


Project Name

HIG

H (

>$1

00M

)

Status Status

MED

IUM

(>$3

0M <

$100

M)

$ CommentsCumulative Project Costs as of Q1 07/08

Cumulative Project Schedule as of Q1 07/08

Total Project Value


7

Portfolio Performance – 4 Quarter Assessment


Note: Assessments based on formula against current baselines where approved/ recognized and adjusted where key information was provided. Variances are relative to planned activity over past 4 quarters.







MINISTRY ACRONYM - Project Namex.xx x.xx x.xx Manageable = xx.xx% xx.xx% Manageable =

MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track N/A xx.xx% xx.xx% Manageable N/A


MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track xx.xx% xx.xx% Manageable

MINISTRY ACRONYM - Project Namexx.xx xx.xx xx.xx On Track = xx.xx% xx.xx% On Track =

Comments Total

Project Value

4Q Project Costs as of Q1 07/08

Status

4Q Project Schedule as of Q1 07/08

Status

Project Name

Low

(<

30M

)

$


8

Portfolio Performance – 4 Quarter Assessment


Note: Assessments based on formula against current baselines where approved/ recognized and adjusted where key information was provided. Variances are relative to planned activity over past 4 quarters.






MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track = xx.xx% xx.xx% Monitor =

MINISTRY ACRONYM - Project Namex.xx x.xx x.xx N/A N/A xx.xx% xx.xx% N/A N/A

MINISTRY ACRONYM - Project Namex.xx x.xx x.xx Manageable xx.xx% xx.xx% On Track =


MINISTRY ACRONYM - Project Namexx.xx xx.x xx.x Manageable = xx.xx% xx.xx% Manageable =


MINISTRY ACRONYM - Project Namex.xx x.xx x.xx On Track N/A xx.xx% xx.xx% On Track N/A

MINISTRY ACRONYM - Project Namexxx.xx xxx.x xxx.xx On Track = xx.xx% xx.xx% On Track =

Comments Total

Project Value

4Q Project Costs as of Q1 07/08

Status

4Q Project Schedule as of Q1 07/08

Status

Project Name

HIG

H (

>$1

00M

)M

EDIU

M (

>$3

0M <

$100

M)

$


9

Action Plans for Projects not “On Track”






$ Project Name Action Plan

Project #1 On Track ManageableStatement about what action the project is taking to get "on track".

Project #2 Manageable ManageableStatement about what action the project is taking to get "on track".



Project #7On Track Monitor

Statement about what action the project is taking to get "on track".

Project #9 Manageable On TrackStatement about what action the project is taking to get "on track".

Project#11 Manageable ManageableStatement about what action the project is taking to get "on track".

Four-Quarter Status Based on

Cost

Four-Quarter Status Based on

Schedule

MED

IUM

(>$3

0M <

$100

M)

Low

(<

30M

)


10

Post-Implementation Review -Lessons learned

Ministry: Name of Recommendations from (Ministry):

Recommendation Recommendation Recommendation Recommendation Recommendation Recommendation



11

Major Projects Portfolio by Government Priority


Project Name Description Project Value ($M)

MINISTRY ACRONYM - Project Name A one sentence description of the project from a business perspective. xx.xx


xx.xx




xx.xx






xx.xx





Serving a Vital Public Interest - Sub Total xx.xx

xx.xx

Strong People, Strong Economy

Strong People, Strong Economy - Sub Total

Serving a Vital Public Interest

GRAND TOTAL:

Better Health

Better Health - Sub Total

Success for Students

Success for Students - Sub Total


12

Major Projects Portfolio by Project Phase


DEFINITION PHASEDEFINITION MINISTRY ACRONYM - Project Name J un-06 Mar-10 xx.xx

DEFINITION MINISTRY ACRONYM - Project Name Apr-07 Mar-11 xx.xx

xx.xxPLANNING PHASE

PLANNING MINISTRY ACRONYM - Project Name J ul-04 Aug-08 xx.xx

xx.xxIMPLEMENTATION PHASE

IMPLEMENTATION MINISTRY ACRONYM - Project Name May-03 J un-09 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name Aug-06 Mar-10 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name Oct-04 Mar-08 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name Aug-05 Nov-09 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name Dec-00 Dec-07 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name J un-03 Mar-09 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name Apr-05 Mar-08 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name Sep-01 Mar-08 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name J ul-98 J un-13 xx.xx

IMPLEMENTATION MINISTRY ACRONYM - Project Name May-01 Mar-09 xx.xx

xx.xxActive Projects sub-total xx.xx

CLOSE-OUT PHASECLOSEOUT MINISTRY ACRONYM - Project Name J un-04 Oct-06 xx.xx

CLOSEOUT MINISTRY ACRONYM - Project Name Feb-04 Sep-06 xx.xx

CLOSE-OUT MINISTRY ACRONYM - Project Name J an-00 J un-07 xx.xx

xx.xxxx.xx

Total Project Value

Project Name

GRAND TOTALClose-Out Phase Sub-total

Project PhaseProject Start

Date

Planning Phase Sub-total

Implementation Phase Sub-total

Project End Date

Definition Phase Sub-total


13

Contacts

Chris McAlpine, ManagerI&IT Controllership Branch

Office of the Corporate Chief StrategistTelephone: (416) [email protected]

Mike Anderson, HeadI&IT Controllership Branch

Office of the Corporate Chief StrategistTelephone: (416) [email protected]



14

Appendix 1 – Example of a Risk Assessment



15

Example of a Risk Assessment

For each risk factor: 1 = Low Risk, 3 = Medium Risk, 5 = High Risk

Risk Factors Inherent Risk Current Risk

$ Size of Proposed Project 5 5

Duration of Proposed Project 5 5

Technology for Project 3 3

Business Impact/Scope of Change 5 5

Stakeholder/Constituency Impact 5 5

Privacy and Security Assessments 3 3

Comprehensive Project Plan, with Modular Structure, Off-Ramps, etc.

3 3

Capacity Assessment 5 1

Leadership and Governance Structures for Project 3 3

Score 37/45 = 82% 33/45=73%

Risk Assessment High Medium

Overall: 0% to 50: Low Risk, 51%-74%:Medium Risk, 75%-100% = High Risk



16

Appendix 2 – Response to the I&IT Task Force



17

Background – Responding to the I&IT Task Force Report

R2. Ongoing Senior Executive Accountability for Projects

R3. Shorter Approval Times for Some Projects

R4. Quarterly Reports to MBC

R5. Project Post-Mortems (Post-Implementation Review)

R6. Establish Independent Advisory Committee for IT

Recommendations of Special Task Force on Management of Large-Scale I&IT Projects

R1. Manage Capacity

R7. Project Management

R8. Review Compensation Levels for Key IT Roles

R10. More Up-Front Planning

R11. Gateway Review Process

R9. Portfolio Management

R12. Prepare More Thoroughly for Procurement

R13. Separate Design from Build in Procurement

R14. Write RFPs “Close to the Action”

R15. Off-Ramps in Contracts

R16. Forum for I&IT Industry/Civil Servant Dialogue

Highlighted/bolded areas are the Task Force Recommendations to which the MPR responds.



18

Appendix 3 – Summary Sheets



19

Table of Contents

Project Summary Sheet Name Page

MINISTRY ACRONYM – Project Name 20
















20

ADMCIO

MGS Analyst

4-QUARTER BUDGET

Manageable

CUMULATIVE BUDGETOn Track

Medium

Apr-01 9.00 11.70 May-01Dec-06 13.00 0.00 Mar-03

PROJECT BUDGET 0.30M 0.30M

CLUSTER ACRONYM - MINISTRY ACRONYM - Project Name (PROJECT ACRONYM)Responsible ADM

CIO name

MGS/OCCIO REPORT - Q1 2007/2008 Analyst namePROJ ECT CURRENT STATUS

MGS assesses the budget and schedule variances as Manageable for the following reasons: (1) The project has implemented a new strategy that, in testing, has been successful in resolving the integration issue between components. Because the integration issue had previously had delayed the implementation of other components, this new strategy means that development work can now progress.(2) Staff Information - User Acceptance Training, training and production was completed as scheduled.(3) Overall, the Ministry is on track to complete the project by March 2009.

INHERENT RISK ASSESSMENT

Key Risk Areas: - Project Duration - Significant Business Process Change - Privacy and Security

4-QUARTER SCHEDULEManageable

CUMULATIVE SCHEDULEOn Track

MINISTRY/CLUSTER REPORT - Q1 2007/2008PROJECT OVERVIEW / SCOPE

Overview of the project, which includes both technical information as well as business information.

BUSINESS OUTCOMES Main Government Priority: Stronger, Safer CommunitiesCOMMITMENT ACHIEVED TO DATE

Improve operational efficiency-reduce errors/omissions, improve productivity, increase fee revenue with setting/monitoring of performance measures.

Mapped in detail new streamlined processes to improve productivity and information - will be built into new system. Investment accounting system once implemented will improve quality of investment process.

Maximize electronic flow and exchange of information between and among staff, stakeholders and partners.

Identified external stakeholders contacted to begin the process of determining enhancements to exchange of information. Staff information implemented improves the currency of case assignment to staff.

Provide enhanced client reporting and analysis through improved accounting systems.Enhanced financial reporting to clients (clear,comprehensive);improved final comp calculatiions & turnaround times; developed checklists/profiles to be used in application development.

PROJECT APPROVALS - IMPLEMENTATION PHASEProject Budget - Initial MBC Approval as of Project Budget Released as of Q1 07/08 Project Start Date

Key Risk Areas: Project Duration; New technology; Privacy and securityMitigation Strategies:Project duration: Development is modular with off ramps.Business Process: Modular approach gradually brings staff into new business approach with training. Privacy and security: System contains personal information but there is no access for business partners and/or citizens. PIA was completed in Q4 2006-07.

PROJECT SCHEDULE CURRENT RISK ASSESSMENT Low

07/08 YTD Budget - $ 07/08 YTD Spent - $ PROJECT WORKFORCE

Provide improved client management through integration of tools, checklists, profiles and quality data.

Review of all correspondence to major stakeholders including changes to form letters and request for information in more structured format built into completed business requirements.

Project Budget - Current MBC Approval as of Project Budget on Holdback as of Q1 07/08 Project Planned Completion Date - Original MBC Commitment

Improved quality control through workflow management.Workflow mgmnt tool - tracking search for minors - greatly improved timelines; Allegations & Investigations improved work assignment and reporting; impact greater as system rolled out to service areas.

2

10 10 10 10 10

0 0 02

10 10 10 10 108 8

00

20

Q4 2005/6 Q1 2006/07 Q2 2006/07 Q3 2006/07 Q4 2006/07 Q1 2007/08 2007/08 2008/09 2009/10

Hea

dcou

nt

Planned Workforce Actual & Projected Workforce

ProjectionsActual

4.40 5.22 5.46 5.69 5.92 6.36 7.31 7.6111.70 13.00

4.40 5.22 5.46 5.69 5.92 6.60 6.70 7.0010.50

13.000.00

10.00

20.00

30.00

Previous 2004/05 Q4 2005/6 Q12006/07

Q22006/07

Q32006/07

Q42006/07

Q12007/08

2007/08 2008/09 2009/10

Mill

ions

($M

)

Projected Budget Actual Spending to Date Revised Planned Budget

Actual Projections

37.5% 44.6% 46.6% 48.6% 50.6% 54.4% 62.5% 65.0%87.2% 100.0%

37.5% 44.6% 46.6% 48.6% 50.6% 54.4% 57.3% 59.8%82.0%

100.0%

0%

25%

50%

75%

100%

Previous 2004/05 Q4 2005/6 Q12006/07

Q22006/07

Q32006/07

Q42006/07

Q12007/08

2007/08 2008/09 2009/10

% C

om

ple

te

Original Planned % Complete Actual % Complete to Date Projected % Complete

Actual

Projections

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