Isis 3projplanv1.3final29jun06

8/8/2019 Isis 3projplanv1.3final29jun06

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The example will not always be using the up-to-date template. The latest templates can be found at

http://www.tils.qut.edu.au/initiatives/ppo/framework/templatesand.jsp

Project Plan

International Strategy Information System (ISIS) Phase 3

Prepared by Wendy JonesQUT International

Version number: 1.2

Date of current plan: 29.6.06

CRICOS Institution Code 00213J
http://www.tils.qut.edu.au/initiatives/ppo/framework/templatesand.jsphttp://www.tils.qut.edu.au/initiatives/ppo/framework/templatesand.jsp


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PROJECT PLANISIS-PHASE 3

ii

1 PROJECT PLAN DISTRIBUTION L IST The recipients of the project plan

Name Position Interest in Project

Professor Sandra Harding DVC, International andDevelopment

Project Sponsor

Members of the ISIS-3Steering Committee

Senior managers across QUT

(See Section 15 for details of

individual members)

Will received benefits from thedevelopment of the MissionManagement and InternationalInvestment Analysis systems

2 VERSION CONTROL Record changes to the project plan.

VersionNumber

Date Reason/Comments/Approvals

V1.1 19.6.06 Initial draft presented to Steering Committee 27.6.06

V1.2 29.6.06 Incorporation of Steering Committee feedback

3 MANAGEMENT SUMMARY Background

International student revenue, the universitys most significant source of non-grant income, is underpressure as overseas student markets soften. Over the past two years, the ISIS project has beendeveloping information systems to help QUT maintain its competitive position through thisdownturn, and improve its market share where possible. While these systems have significantlyimproved the productivity of staff working in the international arena, and their quality of decisionmaking, more work is needed if QUT is to succeed in the contracting international student market.

Project Objectives

ISIS Phase 3 has two objectives:

To develop and implement an international investment analysis system to support bothyield management of current international student income and strategic planning for future

income.

To develop and implement a Missions Management system to capture internationalmarketing costs by activity, mission and market.

Project Costs

Delivery of the above ISIS-3 systems will cost $305,000. Sixty-five per cent of this amount hasbeen reserved in the AMP(IT) program, and 22%, or $66,000, has been contributed by the Divisionof International and Development. The project is now requesting a supplementary amount of$39,000 from the AMP(IT) fund to support an extension of the project timeline caused by thereorganisation of QUT International. Major cost items for the project are software developmentcosts and project staff salaries.

Timeline

The ISIS-3 project will commence in June 2006 and complete 12 months later. Key projectmilestones are listed below.


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iii

DATE ACTIVITY

June 2006 Project initiation. Establishment of Steering Committee, approvalof the of the project plan, appointment of project team,confirmation of project resources.

Sept 2006 Completion and release of mission management system.Dec 2006 Release of investment analysis system (tracking module).

April 2007 Release of investment analysis system (predictive module).

June 2007 Project closure.

Conclusion

Phase 3 of the ISIS project has begun well and is receiving positive support from a range ofstakeholders. As this phase offers benefits to QUT at a strategic level, the project is focussedon actively engaging senior groups across the university such as Internal Audit, AssistantDeans (International) and Financial Services.

3.1 Major Changes From Pro ject ProposalIn March 2006, QUT International requested an external review of its operations and subsequentlyembarked on a major reorganization of the section. The change process, currently in play, and theplanned restructure will create an amount of rework for the project and result in a longer timelinethan initially planned. For example, the project aims to gather and organize a range of financialinformation into detailed categories of revenue, expenditure and profit. While early work can bedone in this area, the QUTI reorganization will result in an entirely new accounting framework.When this new financial structure is implemented, the project will need to revisit system designsand make the necessary code modifications.

It is estimated that the delays caused by QUT International change process will lead to a 15%increase in the projects timeline and budget. As a consequence, the project is r equesting anadditional $39,000 in funding beyond the currently reserved amount of $200,000.

3.2 Descr ip t ion and Just i f icat ion for Pro ject Changes

Category Variance from Project Proposal

Proposed Changes

(from Project Proposal)

Scope No variance

Time Extended by approximately 15%due to the impact of the QUTInternational restructure

Project staff contracts will be extended2 months.

Cost The project budget can notsupport the extended timeline

An additional amount of $39,000 isbeing requested from the AMP(IT)program to fund the salaries of projectteam members a further 2 months.

Quality No variance.

RiskManagement

The risk of not meeting the projectgoals has increased due tochanges resulting from the QUT

This risk is being managed through arequest for additional project funds.


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iv

Category Variance from Project Proposal

Proposed Changes

(from Project Proposal)

International restructure

Communications No variance


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Table Of Content s1 PROJECT PLAN DISTRIBUTION LIST.....................................................................................................II2 VERSION CONTROL ............................................................................................................................II3 MANAGEMENT SUMMARY....................................................................................................................II

3.1 Major Changes From Project Proposal................................................................................. iii3.2 Description and Justification for Project Changes ............................................................. iii

4 PROJECT INFORMATION ..................................................................................................................... 15 INTRODUCTION AND BACKGROUND..................................................................................................... 16 OBJECTIVES......................................................................................................................................17 SCOPE,CONSTRAINTS,ASSUMPTIONS ............................................................................................... 28 INTERDEPENDENCIES WITH BUSINESS ACTIVITIES,SYSTEMS AND OTHER PROJECTS............................ 39 BUSINESS CASE AND BENEFITS REALISATION .................................................................................... 310

WORK BREAKDOWN STRUCTURE (WBS) ........................................................................................... 4

11 RISK MANAGEMENT........................................................................................................................... 412 COSTING ........................................................................................................................................... 5

12.1 Costs and resources during the life of the project............................................................ 512.2 Basis for estimated project costs........................................................................................ 612.3 Ongoing costs after project completes............................................................................... 6

13 TIMELINES......................................................................................................................................... 614 QUALITY ........................................................................................................................................... 715 PROJECT MANAGEMENT STRUCTURE ................................................................................................. 716 COMMUNICATION............................................................................................................................... 9

v


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PROJECT PLANISISPHASE 3

ISIS-3PROJECT PLAN

VERSION 1.2 APPROVED BY SC27.6.06 PAGE 1

CRICOSINSTITUTION CODE 00213J

4 PROJECT INFORMATIONProject Number: 43P

Project Name: International Strategy Information System Phase 3

Date:Date of current plan: June 2006

Project Ownership: Division of international and Development

Project Contacts:

Name Position Phone Email

Primary Ms WendyJones

ISIS Project Manager 9061 [email protected]

Other Ms HelenCook

Project Leader. Executive Director,QUT International

8300 [email protected]

Other ProfessorSandraHarding

Project Sponsor. DVC (Internationaland Development)

1565 [email protected]

Project Approval: Information Technology Advisory Committee (ITAC)

5 INTRODUCTION A ND BACKGROUNDInternational student revenue, the universitys most significant source of non-grant income, isunder pressure as overseas student markets soften. Over the past two years, the ISIS projecthas been developing information systems to help QUT maintain its competitive positionthrough this downturn, and improve its market share where possible. While these systemshave significantly improved the productivity of staff working in the international arena, andtheir quality of decision making, more work is needed if QUT is to succeed in the contractinginternational student market.

6 OBJECTIVESISIS Phase 3 has 2 objectives:

1. Development and implementation of an international investment analysis system tosupport both yield management of current international student income and strategicplanning for future income. Information inputs would be derived from the QUTcorporate systems, the ISIS systems and from internal and external experts. Generalfunctionality would include the following capabilities:

Yield management

Tracking of international income and associated marketing expenses on a monthlyand yearly basis by costs, revenue and yield according to country, region andmarket cluster.
http://d/My%20data%20old/ISIS%202/Project%20Plans/Project%20Plan/[email protected]:[email protected]:[email protected]://d/My%20data%20old/ISIS%202/Project%20Plans/Project%20Plan/[email protected]


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ISIS-3PROJECT PLAN



Performance against targets including satisfaction of minimum ROI criterion bycountry, region, market cluster. Comparison of present performance againstprevious achievements.

Adjustment for influencing factors such as risk, market intelligence, expertjudgements and shifts in university priorities.

Sense-making in terms of identifying emerging patterns of business and underlyingrelationships

1.

Strategic Planning

Predictive functionality to enable what if scenario-making against a business modelspecifying minimum performance levels. More specifically, the ability to predictperformance at multiple levels such as country, region, market cluster and bymultiple criterion, for example student numbers, growth rate, yield, strategic value.

Trending against past university performance plus benchmarking against industrystandards.

Adjustment for influencing factors such as risk, external market intelligence and

internal expertise.

2. Development and implementation of a Missions Management system to captureinternational marketing costs by activity, mission and market. This information will providean important input into the above international investment analysis system.

Please note that the ISIS investment analysis system will build upon the existingfunctionality of the universitys Integrated Planning Model (IPM) and the ISIS informationsystems (including the ISIS corporate reports, Atlas databases and agent managementsystem).

7 SCOPE,CONSTRAINTS,ASSUMPTIONSScope

Within Scope

Development of an international investment analysis system with tracking and predictivefunctionality for international student income and associated marketing costs.

Development of a Missions Management system to capture international marketing activities ata university level and related expenses.

Outside Scope

Further development of the ISIS website, corporate reports and Atlas database. QUTInternational will be responsible for future enhancements of these products.

Constraints

Availability of suitably skilled staff, particularly in the technical area.

1

Sense making is a relatively new concept in risk management that recognises the need to construct and viewbusiness data in a way that allow managers to understanding the underlying meaning of the information theyare viewing.


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ISIS-3PROJECT PLAN



Assumptions

Approval of project funding at the requested level.

8 INTERDEPENDENCIES WITH BUSINESS ACTIVITIES,SYSTEMS AND OTHER PROJECTS

Interdependent Activity Possible Impact

Ongoing development of the IntegratedPlanning Model

Positive impact through partnership betweenthe ISIS project and SIA

Preparation for the new student system Minimal impact as all data necessary for theISIS investment system is sourced from the

data warehouse

Business Service Improvement (Marketingand Financial Administration programs)

Positive impact through knowledge sharing andcollaboration where possible

QUT International restructure Positive impact through a redefinition ofaccounting structures in a way that will supportthe information needs of ISIS-3. Plus provisionof information to QUT International Directors tosupport improved decision-making andstrategic planning

9 BUSINESS CASE AND BENEFITS REALISATION The primary aim of the ISIS investment analysis system is to produce additional internationalstudent income to QUT through improved planning and decision-making at an executive leveland a more finely targeted marketing effort.

If, in the most conservative estimate, the new system increased the current internationalstudent revenue stream of $70 million by 1% per annum, the following table indicates thefinancial benefits the university would receive over a 5 year period.

QUT FINANCIAL BENEFITS 2006 2007 2008 2009 2010

AMP IT funding allocation-250,000

Generated revenue

(1% of $70 million compounded)700,000 707,000 714,070 721,211

Cumulative revenue to QUT 450,000 1,157,000 1,871,070 2,592,281


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ISIS-3PROJECT PLAN



In addition to the above financial benefits, the ISIS investment analysis system offers theuniversity a number of other significant advantages.

Benefits How to Measure

An investment analysis system that can beutilised by other areas of the university such asDivision Research & Commercialisation, allCRCs, IBHI and the Centre of Excellence inCultural and Media Industries.

Uptake by these areas in the 2 yearsfollowing implementation of the ISISsystem.

Utilisation of system output by FRP in itsannual planning round.

Progression of risk management practice at QUTthrough embedding risk management decisionsin the ISIS investment analysis system.

Assessment of progress by QUT InternalAuditor.

Promotion of the Integrated Planning Model

(IPM) and demonstration of the value of its dataand functionality. (The ISIS system willsignificantly extend the functionality of the IPM)

Increased profile of the IPM as assessed by

FRP.

10 WORK BREAKDOWN STRUCTURE (WBS)A Work Breakdown Structure will be submitted to the PPO when it has been approved by theISIS-3 Steering Committee.

11 RISK MANAGEMENTMajor Risk Probability

H, M, L

Impact:

H, M, L

Mitigation Strategy

Insufficient resourcesare allocated to meetproject goals

M H Ensure request for project funds isjustified at a detailed level and wellunderstood by the funding body.

Weak managementsupport of the project

L HEstablish a communication andcollaboration model early in the projectwith the project sponsor, partneringgroups and the ISIS Steering Committee.

Poor projectmanagement

L HEnsure the Project Manager isexperienced with a proven track record ofsuccess and that the project has a robustreporting framework in place.

Adequately skilledtechnical staff are notavailable.

M HWork with the relevant areas at QUT toensure high-quality technical developersare assigned to the ISIS project.

Impact of theimplementation ofQUTs new student

M HRetain a watching brief on the SMSproject to identify impacts as early.Potential impacts are in the areas of


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ISIS-3PROJECT PLAN



Major Risk Probability

H, M, L

Impact:

H, M, L

Mitigation Strategy

system access to technical resources, interfaceswith the data warehouse (QCR) and the

range of information available from thenew student system

12 COSTING12.1 Costs and resources dur ing the l i fe o f t he pro ject

Note that costs are primarily salary expenses, there are no costs given for hardware as theISIS Phase 3 systems will be developed in the QCR data warehouse and will run on the

QUT Virtual Cluster.

# Category Detail Duration FundingSource

Amount

Salaries

1 Project Manager HEW10 25 weeksfull-time

27 weeksfull-time

AMP(IT)

I & D operatingbudget

48,000

50,000

2 Senior business user- Financial

HEWA8 9 months@ 20%


16,000

Development Services

3 Development of theMission Managementsystem

HEWA 7 Developer /Programmer

20 weeks AMP(IT) 29,000

4 Development ISISInvestment AnalysisSystem

HEWA 8 Lead Developer/Analyst

HEWA 7 Developer /Programmer

52 weeks

42 weeks

AMP(IT) 94,000

58,000

Other

5 Miscellaneous Costs of supplies, computerequipment and software,catering, interstate travel, userand project team training etc

N/A AMP(IT) 10,000

Totals


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ISIS-3PROJECT PLAN



# Category Detail Duration FundingSource

Amount

Grand total (allcosts)

305,000

Less contribution byDivision of I & D


66,000

Proposed AMP(IT)funding allocation

$200k has been reserved in the AMP(IT)fund and the project is now requesting anadditional $39,000 to cater for the impacts ofthe QUT International reorganisation

AMP(IT) 239,000

12.2 Bas is fo r est im ated p ro jec t cos tsExpert estimation of effort (CIS, SIA) plus the experience gained from ISIS project Phases1 and 2. QUT salary tables and inclusion of EBA agreed salary increases.

12.3 Ongo ing cos t s a f te r p ro jec t c omple tesMaintenance of the ISIS Mission and Investment systems will be shared between theDivision I & D, CIS and SIA.

The Division will provide the business support for the new systems, including theprovision of training, documentation and first level technical support.

CIS will maintain the code of both systems and act as second level technical support.

SIA will be responsible for the availability and performance of the ISIS systems,

through the standard data warehouse maintenance procedures, and will assist CIS inthe resolution of technical problems when required.

All salaries will be funded from operating costs and technical support will be provided fromAMP(IT) Support and Maintenance program. No new equipment or software will benecessary.

13 T IMELINESActivity or Deliverable in 2006 / 7 Timeframe Kill/Milestone

Date

Project Plan initiated. Project plancompleted and all resourcesconfirmed.

June July

Design of Mission Management andInvestment Analysis systems completedand development underway.

August August

Mission Management system released intoproduction

September October

Investment Analysis system (tracking


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ISIS-3PROJECT PLAN



Activity or Deliverable in 2006 / 7 Timeframe Kill/MilestoneDate

module) released into production December February

Investment Analysis system (predictivemodule) released into production

April May

Project closed June June

14 QUALITY The ISIS-3 Quality Plan will be submitted to the Project Portfolio Office following approval of theplan by the ISIS Steering Committee.

15 PROJECT MANAGEMENT STRUCTUREProject Role Name QUT Position Interest in Project

Sponsor Professor SandraHarding

DVC, internationaland Development.

Realisation of projectbenefits.

Project Manager Wendy Jones Division ofInternational andDevelopment.

Successful delivery ofagreed project outcomeson-time and to budget.

Expert/Specialist(International)

(Steering Committeemember)

Helen Cook Executive Director,QUT International.

Quality of the projectproducts and application ofthe new systems to supportthe achievement QUTInternational goals(including the realisation ofuniversity targets forinternational student

enrolments).

Client Leader


Maree Parker Director Policy andCommunication,QUT International.

Support provided to QUTInternational planning andpolicy developmentprocesses.

Client Leader


Professor DavidBuisson

Assistant Dean,External Relations.Faculty of Built

Environment &Engineering.

Improved availability totrack the facultysinternational marketingand recruitmentperformance against year


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ISIS-3PROJECT PLAN



Project Role Name QUT Position Interest in Project

end targets.

Need for a tool to assist inthe development of

international marketingstrategies and long termactivities.

Expert / Specialist(Financial modelling)


Mark Christensen Senior lecturer inthe School ofEconomics andFinance, Faculty ofBusiness.

Contribution of expertise inthe area of financialmodelling and investmentanalysis.

DAS nominee


Bruce McCallum Associate Director

Student BusinessServices. Divisionof AdministrativeServices.

Contribution of expert

knowledge in the area ofinternational studentrecruitment andadmissions.

Monitoring of the quality ofproject processes anddeliverables.

Expert / Specialist


Patricia Alner Associate DirectorStrategicInformation and

Analysis, Divisionof Finance andResource Planning.

Contribution of expertise inthe areas of the IntegratedPlanning Model and the

QCR data warehouse.Overview of the quality ofproject processes.

DVC/TILS nominee


Joe Dascoli Associate Director,CorporateInformationServices, Divisionof Technology,Information andLearning Support.

Quality of technicaldecisions, applicationdevelopment processesand project managementpractices.

Client Leader

(QUT FinancialServices)


Randall Hine Associate DirectorDevelopment andTraining, Division ofFinance andResource Planning.

Ensure that the output ofthe ISIS investmentanalysis system supportsQUTs financialmanagement and planningprocesses.

Identification ofopportunities to transfer thesystem to other parts of theuniversity.

FRP representative / Director Efficiency Quality of project processes


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ISIS-3PROJECT PLAN



Project Role Name QUT Position Interest in Project

audit role


Seema Patel and Audit, Divisionof Finance andResource Planning.

plus expert input into thedesign and development ofthe investment analysissystem.

Reference Groups The project willconvene ReferenceGroups for both theMissionManagementsystem and theInvestmentAnalysis system

Membership ofthese groups willbe drawn fromacross theuniversity and willinclude powerusers, casual usersand subjectexperts.

Ability to influencedevelopment and captureorganisational benefits

16 COMMUNICATIONThe Communication Plan for the ISIS Project Phase 3 will be forwarded to the PPO when ithas been approved by the ISIS Steering Committee.

Please note that the ISIS systems are designed to enable users to be immediatelyproductive, with or without training. The predominant use of the systems will be forinformation retrieval rather than data entry or transaction processing.

StakeholderGroup

Communication Strategy Training Strategy

QUT InternationalDirectors

Close involvement in thedevelopment of systemsthrough individual consultationand presentations at the weeklyDirectors meeting.

Customised training session of 60-90 minutes prior to the launch of thenew ISIS systems.

QUT Internationalmarketing staff

Involvement in the systemdesign plus presentations at

monthly team meetings.

Small group training prior to launch.

Faculty decisionmakers includingDeans andAssistant Deans

Representation on the ISISSteering Committee and regularupdates.

Personalised training sessions ondemand.

University seniormanagers involvedin internationalstudent matters

Representation on the ISISSteering Committee and projectbriefings as needed.

Initial training at the launch event,follow up one-on-one training asrequired.

.

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