## Project Initiation Document

| Project name            |
|-------------------------|
| Seamless Flow Programme |

  

Release 
Draft April 2006 
 

  
 

Team Leader Co-ordinator 

Author: 

Senior Responsible Owner (SRO) 

Owner: 

Seamless Flow Programme Board 

Client: 
 

## Document History

  
Document Location 
Hard copy versions of this document are only valid on the day that they are printed 
  
Date of next revision: 
 
Revision History 
 
Revision date 
 Version 
Summary of Changes 
Changes 
marked 
0.1 
Initial draft 
 
April 2006 
20th April 
0.2 
Amended 
No 
21st April 
0.3 
Additional text 
No 
23rd May 
0.4 
Project Board amendments 
No 
26th May 
0.5 
Team Leader amendments 
No 
  
Role 
Form of Approval 
Version 
Location 
E-mail 
 
Insert 
Objective 
link here 
Senior Responsible Owner Programme Manager 
E-mail 
 
Insert 
Objective 
link here 
Programme 
Director SF  
E-mail 
 
Insert 
Objective 
link here 
Distribution 
 
An Objective link to this document has been sent to the following 
individuals or groups. 
 
Version 
Title 
Role 
Date of 
Issue 
Project Manager 
Technology Watch 
 
 
Project Manager 
Transfer to TNA 
 
 
|             |     | Project Manager    | Preservation and    |
|-------------|-----|--------------------|---------------------|
| Maintenance |     |                    |                     |
|             |     | Project Manager    | Metadata and        |
| Cataloguing |     |                    |                     |
|             |     |                    |                     |
|             |     |                    |                     |

## Purpose

  
 
To define the project, to form the basis for its management and the assessment of overall success. 
  

Contents 
This publication contains the following topics: 
 
Topic 
See Page
Background 
3 
Project definition 
4 
Project organisation structure 
8 
Communication Plan 
10 
Project Quality Plan 
11 
Project tolerances 
11 
Project controls 
12 
Initial Business Case 
12 
Initial Project Plan 
12 
Initial Risk Log 
12 

 
  

## Background

 
 
- 
The objective of the Seamless Flow Programme (SFP) is to 
develop a process of seamless flow for the acquisition and management by the National Archives (TNA) of born digital records from their creation in Other Government Departments (OGDs), to 
their preservation in the Digital Archive (DA) and to their eventual presentation on the web. 
 
- 
Business change is a key element of this programme. In order to 
successfully introduce the automated applications into the 
mainstream business function of the Office, we need to carefully analyse, design and plan for the operational business change for staff to support the new systems. Business change will affect many 
areas of our current operations and also how we work with OGDs 
in the accessioning and transfer of born digital archive records. It 
will also introduce many new areas of work for the OGDs that will be transferring records to us, involving changes in their working practices as well as drawing new individuals into contact with TNA over a period of time.  

## This Project Seeks To Address The Above Requirements. Project Definition Project Objectives

The objectives of this project are as follows: 
1. To identify, establish and bring into operation the necessary 
business change across the Office to accommodate the introduction of systems to support the Seamless Flow initiative, and to support OGDs in introducing any necessary changes in their organisation, operations and staffing. 2. To identify training requirements - OGDs 3. To identify training requirements - TNA 4. To compile training schedules in conjunction with key managers / 
Human Resources (HR) 5. The production of application software user documentation 6. Start the Benefits Management process by establishing baseline 
information (refer to Benefits Management Strategy and Plan) 

## Defined Method Of Approach

 Resources and the timing of other projects indicate that a phasing approach should be taken. Phases may run sequentially or concurrently depending on targets and dependencies 
 

- Phase 1: 
o Project initiation - Phase 2: 
o Identify key OGD and TNA staff / PMs in selected processes o Work with key staff / PMs to compile process maps 
 
- Phase 3: 
o Conduct impact assessment (high / medium / low) on 
identified processes 
o Establish any baseline benefits measurement 
 
- Phase 4: 
o Compile Business Change plans in conjunction with OGD 
representatives, HODs, HR and key staff 
 
- Phase 5: 
o Deliver Business Change plans in conjunction with OGD 
representatives, HODs, HR and key staff 

## Project Scope Tna

- 
to identify processes likely to be affected by the Seamless Flow 
Programme (SFP) 
- 
to assess the level of impact (high / medium / low) on those areas 
of the business : 
o volume o resource o cost o inputs o outputs o job change o baseline benefits measurement 
- 
prepare, in conjunction with others (HODs, HR), action plans to address areas identified 
- 
design 'new' processes 
- 
identify training requirements 
- 
maintain a corporate view of the impact of business change on our 
external stakeholders 
- 
actively seek buy-in for business changes 
- 
communicate to all interested parties 

## Ogds

- work with client managers, other RMCD staff and OGD 
representatives to identify processes likely to be affected by the SFP and OGD staff not previously involved with TNA who will need to be involved in Seamless Flow business change planning and then implementation 
- 
to assess the level of impact on those areas of the business taking 
into account of the wide variation in current working practices 
- 
prepare, in conjunction with OGD representatives, action plans to 
address areas identified 
- 
design 'new' processes 
- 
actively seek buy-in for business changes 
- 
communicate to all interested parties 
- 
where OGDs have valid business reasons for declining to accept preferred business changes, to seek to identify and agree acceptable alternatives 
- 
where OGDs are yet to implement EDRM solutions, to seek to incorporate necessary business changes in the OGD implementation plans 

## 

 1. Business change operational process models comprising: 

## Project Deliverables

o Transfer o Accession at TNA o Cataloguing 
o Record release o Redaction o FOI enquiry o Reader services 

2. Business change (action) plans to include : 

o Affected processes 
o Impact assessment o Option appraisal o Resource implications o Consultation o Communication o Delivery plans / timetable 

 3. Training requirements schedule - OGDs 
o Identify staff o Agree skill gap o Identify training resource o Agree training plan 4. Training requirements schedule - TNA 
o Identify staff o Agree skill gap 
o Identify training resource o Agree training plan 5. Baseline benefits measurement 

 
Exclusions - Processes not relating to the life cycle of e-records 

## 

Constraints 
 
- Resources available at OGDs - Resources available at TNA - Time - Costs 
  
Interfaces 
 
- All other projects in the *Seamless Flow Programme* - OGDs (records management staff, information officers) 
- Human Resources - Training (Learning and Development) - Client managers - Other RMCD staff (accessions, catalogue) 

 
Assumptions 
- That sufficient staff resource is available for all aspects of the 
project to meet the declared timescales - Support from OGDs - Support from other Seamless Flow Project Managers - Support from managers in business areas affected by change 
 

## Project Organisation Structure Project Management Structure

The project will report to a Project Board which in turn reports to the Programme Board -  The Project Board to consist of : 

1. Senior Responsible Owner 2. Temporary team Leader Co-ordinator 
 
3. Team Leaders (Cataloguing, Redaction) 4. OGD representative 5. HR/Training representative 
 
6. Reader Services representative - The Project Team to consist of : 
1. Temporary team Leader Co-ordinator 
 
2. Team Leaders (cataloguing, redaction, accessioning, transfer, 
user documentation) 
 
3. HR / Training representative 
 
4. FOI representative 
 
5.  Communication representative 
 
6. Project Co-ordinator 

## Role Definition

 ƒ Transfer (complete before Transfer pilot) 
o Identify key processes o Assess level of impact o Design new processes o Identify training requirements 
o Compile business change action plan o Identify any baseline benefits measurement 
 
ƒ Cataloguing (complete before Transfer pilot) 
o Identify key processes o Assess level of impact o Design new processes o Identify training requirements o Compile business change action plan o Identify any baseline benefits measurement 
 
ƒ Accessioning (complete before Transfer pilot) 
o Identify key processes o Assess level of impact o Design new processes 
o Identify training requirements o Compile business change action plan o Identify any baseline benefits measurement 
 
ƒ Software user documentation 
o Agree key processes with team o Compile user documentation o Agree with team 
 
ƒ HR - training plans 
o Identify training requirements with team o Compile training plans o Agree plans with team 
 
ƒ Training - training delivery 
o Agree training plans with team o Compile training schedules o Agree schedules with team o Deliver training schedules 
 
ƒ Redaction 
o Identify key processes o Assess level of impact o Design new processes o Identify training requirements o Compile business change action plan 
 
ƒ FOI representative 
o Identify key processes o Assess level of impact o Design new processes 
o Identify training requirements 
o Compile business change action plan 
 
It will be the responsibility of the team leaders to ensure continuity across interfaces between teams. The project coordinator will ensure regular project team meetings are held to facilitate such control. 

## Communication Plan

   
Audience 
Information  Owner 
Frequency
Method 
Project Manager 
Every 2/3 
months 
Presentation, highlight report 
Project Board 
Progress 
against time, quality and budget; risks and issues 
Programme 
Manager 
Progress, 
Impacts, Issues and risks 
Project Manager 
 Monthly 
Meeting; 
highlight report, issues  
and risk logs for projects 
Project Team 
Progress 
Project Manager 
As 
required 
Meeting and email 
Progress 
Project Manager 
Weekly/as required 
Meeting and email 
Other Seamless Flow Projects 
Programme Board 
As required 
PAC (Project Assurance Co-ordinator) 
Progress. Impacts. Issues and risks 
Meeting; highlight report, issues and risk logs Internet, email  
Communications Manager 
Monthly or as required
Internal Staff 
Programme 
Scope and progress 
 

## Project Quality Plan

  
Quality Controls 
Standards Change 
Management 

The Project Manager is responsible for ensuring the quality of the 
products produced. - Project management (PRINCE 2) - All changes will be raised as Request for Change (RFCs), reviewed 
by the original project team. These will then be passed to the Programme Manager to assess for cross project impact and to take to the Programme Board for acceptance as necessary. 

 
Quality Assurance 
The project assurance co-ordinator (PAC) will provide independent QA to the Programme Board 
  

## Project Tolerances

  
 
The Programme Board will agree tolerances 

  

## Project Controls

  
 
PRINCE2 methodology This project will have a formal project board The Temporary Team Leader Co-ordinator will hold checkpoint meetings with the project team every month A formal highlight report of progress will be produced for the 
Programme Manager each month. 
  

## Attachments

  
 
- Initial Business Case - refer to Programme's business case. 
 
- Initial Project Plan - see separate project plan 
 
- Initial Risk Log - see separate log