SAP PID Issue 1.1 25th Feb 2008

Project Initiation Document
Single Assessment Process
Lancashire Care
NHS Foundation Trust
Blackburn with Darwen

Primary Care Trust
East Lancashire Hospitals

NHS Trust
Blackburn with Darwen Single Assessment Process Project
Project Initiation Document Issue 1.1

SAP/DEL/006
Issue No: 1.0 Issue Date: February 25th 2008

Purpose of this document
The purpose of this document is to define the project and form the basis for its management and the assessment of overall success.
Issue No. 1.1 Author: Mike Brooks
i-
Date 25th February 2008 Ref: SAP/DEL/006
VERSION HISTORY
Version Draft 0.1 Draft 0.2 Draft 0.3 Draft 0.4 Draft 0.5 Issue 1.0 Issue 1.1 Date Issued 25/01/08 07/02/08 14/02/08 14/02/08 21/02/08 21/02/08 25/02/08 Brief Summary of Change First Draft Version For Consultation Second Draft Following Project Team M01 Third Draft Following Project Team M02 Fourth Draft Following Project Team M03 Fifth Draft Following Project Board M01 First Issue following Project Board M02 Second Issue comments from Stephen lord & Helen Dawson Owners Name Mike Brooks Project Team Project Team Project Team Project Team Project Board Project Board
For more information on the status of this document, please see the covering letter or contact:
SAP Project Manager

Blackburn with Darwen Borough Council Adult Social Services K Floor Tower Block King William Street BLACKBURN BB1 7DY Tel: 01254 588947 E-mail: mike.brooks@blackburn.gov.uk mike.brooks2@nhs.net louise.whalley@blackburn.gov.uk
Date of Issue Reference
February 2008 SAP/DEL/006
ii -
CONTENTS
1 BACKGROUND...................................................................................................................5 2 PROJECT DEFINITION.......................................................................................................7 2.1 Project Objectives....................................................................................................7 2.2 Project Scope........................................................................................................... 7 2.2.1 Volumes & Sizing.....................................................................................................7 2.2.2 Outline Functionality.................................................................................................8 2.2.3 Integration................................................................................................................ 9 2.2.4 System Management and Security..........................................................................9 2.3 Project Approach....................................................................................................10 2.4 Project Deliverables...............................................................................................10 2.5 Exclusions.............................................................................................................. 11 2.6 Constraints............................................................................................................. 11 2.6.1 Blackburn with Darwen SAP Tools.........................................................................11 2.6.2 Timescales............................................................................................................. 12 2.6.3 Existing Information Systems.................................................................................12 2.6.4 Resources.............................................................................................................. 12 2.7 Assumptions - Infrastructure...................................................................................12 2.7.1 Health.................................................................................................................... 12 2.7.2 Social Services......................................................................................................13 2.8 NHS - National Programme for IT...........................................................................13 2.9 Stakeholders.......................................................................................................... 13 2.9.1 Partner Organisations............................................................................................13 2.9.2 Other Key Stakeholders.........................................................................................13 2.9.3 Other Stakeholders................................................................................................14 2.9.4 Other Key Interfaces..............................................................................................14 3 PROJECT ORGANISATION STRUCTURE.......................................................................15 3.1 Project Board......................................................................................................... 15 3.2 Project Team.......................................................................................................... 15 3.3 Project Manager.....................................................................................................15 3.4 Project Workstreams..............................................................................................15 4 INITIAL PROJECT PLAN..................................................................................................17 4.1 Key Milestones.......................................................................................................17 4.2 Resource Requirements.........................................................................................18 4.2.1 Staff Resources.....................................................................................................18 5 PROJECT CONTROLS.....................................................................................................20 6 CHANGE CONTROL......................................................................................................... 21 6.1 Principles................................................................................................................ 21 6.2 Initiation.................................................................................................................. 21 6.3 Proceeding............................................................................................................. 21 6.4 Submission of Partially Complete CCN:.................................................................22 7 PROJECT RISKS AND ISSUES........................................................................................23 7.1 Risks...................................................................................................................... 23 7.2 Issues..................................................................................................................... 23 8 APPENDIX A : PROJECT ORGANISATION.....................................................................25 9 APPENDIX B : PROJECT BOARD TERMS OF REFERENCE.........................................26
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9.1 Introduction............................................................................................................ 26 9.2 Membership........................................................................................................... 26 9.3 Accountability......................................................................................................... 26 9.4 Responsibilities......................................................................................................26 9.5 MEETINGS............................................................................................................ 27 9.6 Project Board Memebers........................................................................................27 10 APPENDIX C : PROJECT TEAM - TERMS OF REFERENCE.......................................29 10.1 Introduction.......................................................................................................... 29 10.2 Membership......................................................................................................... 29 10.3 Accountability.......................................................................................................29 10.4 Responsibilities....................................................................................................29 10.5 Meetings............................................................................................................... 30 11 APPENDIX D : PROJECT MANAGER JOB DESCRIPTION...........................................31 12 APPENDIX E : SAP FLOW CHART................................................................................33 13 APPENDIX F : SINGLE ASSESSMENT PROCESS PROJECT PLAN ..........................35
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1 BACKGROUND
The Older Persons National Service Framework (NSF) was launched in March 2001, with the aim of ensuring that age discrimination is eradicated and that older people and their carers receive consistently high quality services, wherever they live and whatever their circumstances. Most importantly, the NSF requires closer integration of health and social care, and that these agencies will work together in this pursuit. The NSF also required that a client centred Single Assessment Process (SAP) be established within health and social care communities by April 2004! The NSF was effectively replaced in 2006 by A New Ambition for Old Age next steps in implementing the NSF for Older People. In Blackburn with Darwen progress on developing a SAP capability has been slow. Activities have started but have subsequently floundered due to a lack of commitment and ownership across all agencies. In place though not actively used across all care settings is a manual SAP questionnaire that incorporates both the Contact and Overview assessments. These were agreed by all parties some two years ago and are used within the Social Services via the Anite SWIFT system but not within the NHS A part of this project will be a review of a baseline manual process as well as the generation of a Business Case to support the development of an IT based solution to support the SAP data collection and workflows. It is particularly important at the beginning of the project to define the scope of what the initial project will cover in terms of the Patient/client coverage Functionality Requirements i.e. data and processes User Base Geography What is the Projects end point This will then enable a definition of deliverables and associated objectives to achieve the deliverables. For example in the initial project it may be appropriate to extend the use of the SAP to all adults of a working age (18 or over) who require cross agency care and also include people of working age with a learning disability and/or mental health difficulties. Blackburn with Darwen Social Services, Blackburn with Darwen, PCT, the East Lancashire NHS Trust and Lancashire Care NHS Trust will be subsequently referred to as the Four Partner Agencies. The Four Partner Agencies have an established SAP Project Board that first met over 2 years ago. However this Project Board ceased to operate for some time and was only reformed in October 2007 to review a SAP Discussion paper jointly produced by BwD Social
Issue No: 1.0 Author: Mike Brooks
Date: 25 th February 2008 Ref.: SAP/DEL/006
Services and the PCT. The outcome of this Project Board was an agreement to refocus the SAP activity by appointing a full time SAP Project Manager who would initially deliver a PID and a Strategic Outline Business Case followed by a Full Business Case. Whilst an Information Management and Technology (IM&T) solution for SAP is not mandatory, it has become clear through the activities to date and the experiences of other SAP implementations, that it would be difficult if not impossible to deliver a truly efficient, effective and integrated SAP without such a solution.
2 PROJECT DEFINITION
The ultimate aim of what we are delivering is the provision of an IT solution that supports the timely, effective and legal collection and sharing of information between the NHS and Social Services. The main deliverable of the project to satisfy the above is a Full Business Case and other relevant documentation that justifies the procurement of a computerised SAP process for the Four Partner Agencies (FPA). It does not cover the implementation of a computer system. In addition the project is also responsible for all tool based (paper forms) implementations throughout the lifetime of this project.
2.1
PROJECT OBJECTIVES Establish effective governance arrangements to ensure that the introduction of the tools and IT system fully fits with the requirements of introducing a FPA wide SAP Development of appropriate requirements specifications of SAP for both business and IM&T needs. Development of business case(s) for computerised SAP, with appropriate options, costings and recommendations. Undertake an appropriate procurement exercise to purchase a computer system to implement SAP within the Four Partner Agencies. Controlled implementation of SAP tools ahead of the IM&T solution that are commensurate with the future IM&T solution. Establish a follow on project to implement the SAP IM&T solution.
The specific objectives are: -
2.2
2.2.1
PROJECT SCOPE Volumes & Sizing
All adults over 18 It is envisaged that the SAP will generate: Circa 27000? contact and overview assessments in the first year of implementation increasing at 5% per annum Circa ???? care plans generated/updated in the first year of implementation increasing at 5% per annum Up to ??? users doing assessments i.e. read/write Up to ??? users accessing the assessments for information i.e. read only
It is envisaged that the SAP will be used by
Concurrent Users - as an indicator it is not expected that the number of concurrent users of a SAP computer system making enquiries will exceed ??? and the numbers updating will exceed ??. N.B. These figures will be completed and verified for the Outline Business Case
2.2.2
Outline Functionality
Any IT system must: Enable the creation of contact and overview assessments to an accepted DOH standard e.g. FACE Enable the creation of Care Plans to an accepted DOH standard e.g. FACE Enable data collected in contact and overview assessments to be shared (via messaging) with other systems for use in specialist assessments Enable specialist assessments created in other systems to be attached to the corresponding contact and overview assessments Enable the collection of all data as defined for SAP via DOH and Social Care data standards Be sufficiently flexible to enable the addition of fields as required by FPA SAP Process and/or fields to support other processes that are not defined in DOH data standards e.g. Enable the collection data as defined by the Section 2 and Section 5 notifications under the Community Care (Delayed Discharges etc) Act 2003. Editing/updates of fields by whom and when Historical retention of all changes Conditions for opening new assessments Completing/closing assessments Be able to support a workflow such as that outlined in Appendix E
Enable the management of assessments i.e.
Enable Assessment Notification, i.e. when an Assessment is updated because an assessor has completed a partial/full assessment the assessor will be able to identify individuals/organisations who need to be notified that an assessment has been done. For example this mechanism could be as simple as an encrypted e-mail containing a hyperlink to the relevant assessment. Enable individual data items to be hidden from specific groups/organisations. These data items should also be able to be unhidden to cater for change in the client consent given at different points in time. Enable patient/client confidentiality via a patient/client consent mechanism to be recorded, withheld and withdrawn for the sharing of: all of the assessment /Care Plan data to all agencies specific data elements to specific agencies.
Allow assigning and removal of a legitimate relationship between patient/client and system user Limit a System users view to only those patients/clients with a legitimate relationship i.e. limit patient searches to only find those with matching criteria within the users case load.
Be able to be used via the Assessment Notification mechanism as defined above and the Contact Assessment for some referrals e.g. GP to Social Care. Enable the tagging by individual/organisation of the Assessment Notification as defined by the Requirements Workstream e.g. for information, for action, commission a service. Allow patient/client alerts to be assigned for both clinical and non-clinical problems Allow the addition of client/patients not pre-populated on the system. E.g. a person without a NHS number and/or who has just moved into area or is visiting Minimise the degree of duplication of data entry between SAP and existing other systems 2.2.3 Integration
Any IT system must: Be capable of a Data take on from existing Social Services and Health information databases. The System should have the capability even though this requirement may not be implemented. Be capable of a real time interfacing to/from existing national and local Social Services and Health information databases excluding at this stage GP Systems Have a common Patient Index (NHS number) that enables the acceptance of data feeds from national demographic databases. Enable the use of other local numbers e.g. hospital unit number, Social Services number. 2.2.4 System Management and Security
Any IT System must: Have standard login process with all users having a unique ID and Password that is compliant with NHS/SS agreed security standards Have an industry standard user interface that is compliant with NHS/SS agreed security standards (e.g. Web Browser accessible over the NHS N3 network that complies with the national eGIF standard). Role Based Access - allow for different levels of user privilege, differentiating between various - application user and System management roles. E.g. the application users will have roles that enable access to specific areas of functionality and data. Enable standard, flexible reporting tools and structures to be used on all data items contained within the SAP system. To include mechanisms to modify existing and create new reports. Include tools to export the dataset to e.g. the Department of Health Be usable on the client only for remote entry e.g. laptop, PDA, Tablet for either subsequent synchronisation with the central database or notification via wireless LAN Technology e.g. 3G Card Have a transaction by transaction audit trail that includes an audit trail of who has accessed and/or changed the data Be capable of containing library reference files, linked as appropriate and
Issue No: 1.0 Author: Mike Brooks 9 Date: 25 th February 2008 Ref.: SAP/DEL/006
synchronised with corporate/national databases systems e.g. All Patients Demographic details. Acute/Community Hospitals Name National Codes, Structured Addresses including town/city and full post code, telephone numbers, e-mail addresses. PCT GP Practice and sub Practice Name, Names of GPs, GP National Codes, Practice codes, Structured addresses including town/city and full post code, Social Services Name, National Codes, Structured Addresses including town/city and full post codes, telephone numbers, e-mail addresses.
2.3
PROJECT APPROACH
This initial Project will finish following the delivery of a Full Business Case to support the Initial Requirements. This Full Business Case will identify the preferred supplier from the vendor selection process. A second Project involving a new PID and hence revised Project Team and workstreams will then manage the implementation of the preferred suppliers solution. The project will be run following the PRINCE2 project management methodology.
2.4
PROJECT DELIVERABLES A Project Initiation Document - specifies major objectives, cost of the project and project management structure/terms of reference Documentation of Business Requirements for SAP an outline scope that defines the projects boundaries. N.B. an outline of this scope is indicated in 2.2 above. A Strategic Outline Business Case for SAP IM&T Solution Business Case including estimated costs, benefits, risk assessment Infrastructure Assessment Report gap analysis with respect to networking and desktop infrastructure from the current position to that required to support SAP Benefits Realisation Model what are the parameters used to calculate the benefits associated with the implementation of a computerised SAP Risk Assessment Model - what are the risks in terms of descriptions and costs, what is the chance of the risks occurring, what is needed to prevent those risks happening(mitigation) in terms of plan and costs. These risk mitigation costs will be include in the Business Case(s). Output Based Specification summary statement of requirements that enables both the selection of a preferred option and as a definition to be issued to potential external solution suppliers as part of a tendering process. The response to this requirement will enable the downsizing of potential vendors Full Business Case for SAP IM&T solution to include the preferred supplier with accurate costs and benefits SAP Protocol Document the process guide framework that says who, how and
The following deliverables are expected from the project.
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when the SAP will be used and what will be done with the information that has been added. SAP Governance Proposal i.e. who will administer the system, where will the system be housed, who is responsible for the managed service SAP Scenarios catalogue catalogue of pathways to define the requirements SAP Information Sharing Protocol Should the preferred option be an external procurement then the following deliverables will also be required: SAP IT Vendor Selection Process Use Case Catalogue a detailed statement of requirements sent to the reduced list of suppliers against which a detailed assessment of compliance will be undertaken leading to the final selection of a supplier An OJEU advert the Official Journal of the European Union is the body where our tender request will be delivered
2.5
EXCLUSIONS Project Scope - The project is concerned with the identifying the best IT solution for implementing SAP in Blackburn with Darwen, this will cover all aspects up to and including the procurement of a solution, if required. However this will not cover the implementation of the IT solution, which would be considered a follow on project and the appropriate project arrangements, would need to be established to support this. Policy Issues - On a similar note, there will be series of policy issues regarding health and social care integration that will arise during the project. Whilst the project will identify the issues, and escalate these to the relevant bodies, the resolution of issues is outside the scope of the project. An example issue of this type, is the need for social services to access the CFH Spine for PDS tracing Infrastructure Whilst the need to address the IM&T infrastructure issues is critical to the success of this project the solutions to these issues will be outside the scope of the project. The one element that will be part of this project is an infrastructure assessment, which aims to identify any gaps in the current infrastructure provision and note the options for resolving these to meet the business requirements. E.g. wireless networking support to mobile workers GP Systems Interfaces to GP systems will be considered outside of the scope of this project generally, unless identified as a specific business requirement. Other Agencies - This is a Social Services and NHS SAP project, and although it is acknowledged that organisations other than this may require access to the information contained on the system, this integration is not considered to be part of the project e.g. Police, Housing Associations, Fire Service
The following exclusions are noted for this project: -
2.6
2.6.1
CONSTRAINTS Blackburn with Darwen SAP Tools
A number of tools (Contact and Overview assessments) have previously been introduced in Blackburn with Darwen by joint agency groups. However these tools have been embedded
within the Social Services Anite SWIFT system and are not being currently used by the NHS. No equivalent SAP related tools are used within the NHS. 2.6.2 Timescales The plan provided in this PID will be to deliver a Full Business Case with a preferred supplier by the end of July 2008. This date is based upon an external procurement and is governed by the timescales as defined in OJEU. This could potentially enable an implementation of an IT solution by the end of 2008. 2.6.3 Existing Information Systems
This project is ultimately aiming to develop a computerised tool that will hopefully integrate with, and support, existing Health & Social Care computer systems within Blackburn with Darwen. Some of the major systems are: Blackburn with Darwen Social Services use the Anite SWIFT system. Blackburn with Darwen PCT, where the appropriate functionality exists, such as Podiatry and SLT services, uses the LSP ISOFT iPM system. In some services, a short term plan has been agreed to implement stand alone databases, whilst the required level of functionality is delivered through the national CFH solution. The medium to long term plan of the PCT is to standardise all services on the Isoft Lorenzo product. Lancashire Care use the LSP supplied ISOFT iPM system. East Lancashire Hospitals Trust use an integrated ISOFT (TOREX) Clinicom system across both Burnley and Blackburn hospitals. The level of integration with the above systems and speed at which it can be completed will need to be investigated through the Full Business Case process, alongside the relevant cost of any duplication of data entry or double record keeping. 2.6.4 Resources Whilst some funding will be available to take this project forward, time and resources will need to be invested in the work from the FPA. The majority of organisations have commitment to release people to undertake this work, however the level and quality of that resource will be an important constraint. The FPA will need to clearly identify the resources that they are willing to commit to the project and for how long. A resource plan in Section 4.2.1 shows the level and duration for this resource.
2.7
2.7.1
ASSUMPTIONS - INFRASTRUCTURE Health
WAN - The National Programme for IT has delivered a WAN upgrade (N3) that provides sufficient capacity for all planned IT developments including SAP. As such there will be no specific costs included in the Business Case for upgrades to the WAN. LAN - It is also assumed that local LANs are all adequate to support SAP. However a risk cost element will be included in the cost model to cover for example upgrades to enable wireless mobile technology. PCs and Peripherals it is assumed that the numbers of devices and current build of those devices will be adequate to support SAP. However a risk cost element will
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be included in the cost model to cover for example upgrades devices and/or additional devices especially mobiles. 2.7.2 Social Services
WAN - It is assumed that access will be given to the N3 network for use by Social Services staff. This will be managed by an issue on the current projects Issue Log. LAN as per Health above. PCs and Peripherals as per Health above. The above are initial project assumptions that may change following the Infrastructure Gap Analysis which can only be finalised once the supplier, user base and business model have been defined more accurately.
2.8
NHS - NATIONAL PROGRAMME FOR IT
The National Programme for IT (NPfIT) is in to the fifth year of the contract. Delivery across England has been fragmented in terms of the number and type of applications deployed. In the north west of England Computer Sciences Corporation (CSC) are the Local Service Provider (LSP) contracted to deliver administration and clinical systems into the NHS. To date CSC have delivered the interim ISOFT iPM PAS system into many trusts across all care settings. Lancashire Care Trust, Blackburn with Darwen PCT and East Lancashire PCT have been using this system since 2005/2006. SAP and Social Care integration are contained within the National Programme requirements that have to be delivered as part of the NPfIT. In certain parts of England these requirements have been treated as a priority and SAP systems have been delivered. However CSC having concentrated on PAS systems have treated the SAP deployment as low priority. Indeed current targets for their contracted system Lorenzo state SAP delivery in 2010/11. Confirmation of these dates will need to be ascertained together with an assessment of how achievable the target dates are because an option within the Business Case will be to wait for SAP delivery via the National Programme.
2.9
STAKEHOLDERS
There are a significant number of key Partners and interfaces to this project. It will be important that appropriate links and communication are maintained with all Partners groups during the life of the project. These are: 2.9.1 Partner Organisations
Blackburn with Darwen Social Services Blackburn with Darwen Primary Care Trust East Lancashire Hospitals Trust Lancashire Care Mental Health Trust 2.9.2 Other Key Stakeholders
East Lancashire PCT Lancashire County Council Social Services

2.9.3
Other Stakeholders
Central Lancashire PCT North Lancashire PCT Blackpool PCT Blackpool Social Services Preston Teaching Hospitals Blackpool Fylde and Wyre Hospitals Trust University Hospitals Morecambe Bay 2.9.4 Other Key Interfaces
Current IT infrastructure and systems Potential Suppliers of the SAP system National Programme for IT
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3 PROJECT ORGANISATION STRUCTURE

It is clear from previous experience that the success of complex, comprehensive projects of this nature requires the engagement of senior health and social care management, to identify potential complexities and ensure that these are resolved as the project progresses. This will be achieved by the establishment of a high level Project Board to oversee the running of the project, supported by a Project Manager and an active Project Team. The Project Organisation Structure can be seen in Appendix A of this document. Details about these roles are contained in the sections below.
3.1
PROJECT BOARD
The Project Board will be comprised of appropriate partner organisational representatives who can make decisions, in terms of financial, business need and risk issues. For this initial Project it is envisaged that there will be 3-4 Project Board meetings sitting every couple of months. The first to establish the project as defined in this PID and the final one to sign off the Full Business Case. In between one or two meetings to review the progress may be helpful, particularly as decisions are being made about long listing, short listing and the preferred supplier. All other information will be disseminated electronically via emails and newsletters. The Terms of Reference for the Project Board is in Appendix B.
3.2
PROJECT TEAM
A Project Team will be established to direct and co-ordinate the completions of the specific project work. The group will also undertake the quality assurance function for the project, and offer strategic and technical advice to ensure that the SAP business requirements and the IM&T requirements are aligned. The Group will meet regularly during the life of the project i.e. weekly. The Chair of the Project Team will sit on the Project Board, and will represent the Teams view within that forum. The Terms of Reference for the Project Team can be seen in Appendix C.
3.3
PROJECT MANAGER
A full time Project Manager has been appointed to undertake the day to day co-ordination and facilitation of the project, and to ensure that all the deliverables are achieved within the proposed timeframe. The key role for the Project Manager will be facilitating the various workstreams and ensuring that these disparate resources are co-ordinated. The project will use PRINCE2 as the framework for the management of the project and its deliverables. A job description for the Project Manager can be seen in Appendix D of this document.
3.4
PROJECT WORKSTREAMS
There will be five project workstreams namely:
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Requirements with specific responsibilities for capturing customer requirements to deliver: Initial paper based tools to support the SAP A scenarios catalogue that will enable the creation of Output Based Specifications that will form the basis of the IT solution. A detailed Use Case Catalogue. The Quality Assurance of all the projects deliverables The delivery of the vendor selection process and preferred supplier selection The development of the Business Case(s) Ensuring that Infrastructure Requirements are adequately covered in the Business Case(s). The information Sharing protocol that defines the basis of the agreed Information Governance model Agreeing all requirements with respect to security of data, sharing of data between agencies, mechanisms for patient consent In determining the types of user and where they are located. To liaise with the Requirements workstream in the development of the SAP tools (contact, overview assessments). To provide input into using existing NHS/SS tools to enable a thorough assessment of this option. This might result in a number of pilot activities. The management and administration of the project. The delivery and approval of the Benefits Realisation model as used in the Business Case(s). The finances of the Project It is envisaged that the activities of these workstreams may be encompassed within the overall activities of the Project Team and hence will not need a separate forum.
IT Solution with specific responsibilities for
Information Governance with specific responsibilities for:
Education and Training with specific responsibilities
Project Management with specific responsibilities for
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4 INITIAL PROJECT PLAN

The most significant constraint to this project is clearly the challenging timeframe. However the urgency to complete the project must be balanced with the requirement to ensure that all necessary information is gathered and analysed to enable the appropriate and correct decision to be made on the preferred option and the subsequent preferred solution. The key deliverables from each of the workstreams are defined in Section 4.1 below.
4.1
KEY MILESTONES
The key milestones for this project, and their target achievement dates are: -
Workstream
Deliverable
SAP Key Contacts SAP Initial Project Scope (see PID) SAP Project Initiation Document SAP Risk Assessment Model SAP Benefits Realisation Model SAP Governance Proposal SAP OJEU Advert SAP Implementation Project - Project Brief SAP Scenarios Catalogue SAP Output Based Specification SAP Use Case Catalogue SAP Strategic Outline Business Case SAP OBC Options Costs SAP OBC Management Summary SAP Vendor Selection Process SAP Full Business Case SAP Information Sharing Protocols SAP Strategy for in-house Options e.g. Pilots SAP in-house Options Review SAP Protocol SAP Pilots Lessons Learned SAP Training Strategy & Plan Selection of Preferred Supplier
Date
7th Feb 08 21st Feb 08 21st Feb 08 13th Mar 08 27th Mar 08 30th May 08 10th Apr 08 31st Jul 08 13th Mar 08 27th Mar 08 30th May 08 27th Mar 08 27th Mar 08 27th Mar 08 10th Apr 08 13th Aug 08 18th Apr 08 13th Mar 08 27th Mar 08 16th May 08 16th May 08 23rd Jun 08 31st Jul 08
Project Management
Requirements
IT Solution Information Governance
Education & Training
Project Team
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4.2
4.2.1
RESOURCE REQUIREMENTS Staff Resources
This is a significant project that will need the investment of multi-disciplinary resources from all partner organisations, in order to be successful. The skills required to complete this Project up until selection of an IT tool to support the SAP are identified in terms of full time equivalents (FTEs) as follows:
Workstream Skill
Project Manager Project Management Project Support Business Manager Business Analyst Quality Assurance Technical Architect Training Needs Analyst Business Analyst
Org
SS PCT SS SS PCT AC/LC SS PCT AC/LC SS PCT AC/LC SS PCT AC/LC SS PCT AC/LC SS PCT AC/LC SS PCT AC/LC
Jan
0.25 0.25 0.25
Feb
0.5 0.5 0.5 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1
Mar
0.5 0.5 0.5 0.1 0.1 0.1 0.2 0.2 0.2 0.2 0.2 0.2
Apr
0.5 0.5 1 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2
May
0.5 0.5 1 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2
Jun
0.5 0.5 1 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2
Aug
0.5 0.5 1 0.2 0.2 0.2
Sep
0.5 0.5 1 0.2 0.2 0.2
Requirements
IT Solution (inc IG)
Education & Training
Total
0.5 0.25 0
1.3 0.8 0.3
0.1 0.1 0.1 0.1 0.1 0.1 1.7 1.2 0.7
0.1 0.1 0.1 2.2 1.2 0.7
2.3 1.3 0.8
2.3 1.3 0.8
1.7 0.7 0.2
1.7 0.7 0.2
Project Manager Full time post with overall responsibility for the day to day management of the project and delivery of the plan. Externally funded. Project Support day to day running and management of the Project Office. Internally funded from Social Services Business Managers from Health and Social Services acting as the principle customers for the project. Internally funded from partner organisations Business Analysts participating in the requirements workstream defining with the customer their requirements. Internally funded from BWD PCT. Quality Assurance consisting of partner organisation IT personnel that have experience of current internal architectures, development of IT Business Cases and the selection of vendors. Internally funded from partner organisations. Technical Architect to liaise with potential suppliers and IT leads on the overall system architecture in terms of hardware, software, operating systems, networks,
infrastructure, interfaces. Internally funded from partner organisations. Training Needs Analyst to produce the partner organisations input into the understanding of the future user base and types of users within that user base. Internally funded from partner organisations. N.B. the outline plan in Appendix F is reliant on the above level of resource. Should this resource not be made available the plan would not be achievable.
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5 PROJECT CONTROLS
The following PRINCE2 controls will be used within this project to monitor progress, compare achievement with plan and take any corrective action required: Project Initiation Document to ensure all the partners confirm acceptance of participation within the project and agree to fulfil their elements of it. Project Highlight Reports - prepared by the Project Manager, and circulated to the Project Board and Project Team, giving an overview of progress, plus any highlights or issues than need to be escalated. Project Plan A Microsoft Office Project Plan of the full project. Risk Log a log based on agreed Risk model. The risks will have a potential trigger date, impact, likelihood, a mitigation plan, costs associated with the risk and costs required to mitigate the risk. The mitigation costs will be included in the Business Case(s). Issue Log a log of all issues that require resolution during the project. The log will include description of the issue, impact of the issue, severity of the issue, owner and resolution date. Project Closure An overall summary of the project, confirmation from partners that the project has produced all deliverables and any further follow on work that is recommended. Project Change Control see Section 6 for a description of the Project Change Control mechanism. The Project Team will input into both the Risks and Issues Logs. Any Severity 1 Risks or Issues (i.e. cannot be resolved by the Project Team) will be escalated to the Project Board. .
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6 CHANGE CONTROL
6.1
PRINCIPLES the current user base or the client population or requirements or any Issued Project Deliverable they may request such a change in accordance with the formal Change Control Procedure ("CCP") as set out below.
Where any of the Partners as identified above see the need for change to
6.2
INITIATION
The Project Team will discuss the proposed Change Control with the originator of the request and as such that discussion will result in: Agreement not to proceed further; or Rejection of the request by the non-requesting party; or Agreement to proceed in principle
6.3
PROCEEDING
The originator of the request will be asked to submit a formal Change Control request via a Change Control Note (CCN). Each complete CCN shall contain: The title of the change; The originator and date of the request for the change; The reason for the change; Full details of the change including any specifications and user facilities; The cost of the change; The impact of the change on the current Project timescales, resources, system performance, supplier SLAs and contracts For each complete CCN submitted the members of the Project Office shall: Allocate a sequential number to the CCN; Evaluate the CCN and as appropriate either 1. Request further information or 2. Approve the CCN; or 3. Notify the originator of the rejection of the CCN; If the CCN is approved the Project Manager will the Change Control at the next Project Board with a recommendation for acceptance into the Project Scope.
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6.4
SUBMISSION OF PARTIALLY COMPLETE CCN:
In the event that, having received a written request for a change and the requested change is for a variation that does not enable completion of a full CCN without additional information from further investigations, the originator may submit a partially complete CCN. A partially complete CCN shall contain, as far as possible, the information specified in paragraph 6.3 and, in addition, the IT Project Manager shall submit details of such investigations as may be required to obtain information necessary to complete the CCN with the costs. For each partially complete CCN submitted to it, the Project Team shall, within a period agreed at the time: Allocate a sequential number to the CCN; and Evaluate the CCN and as appropriate either: 1. Request further information or modification of details of the CCN or any other information submitted; or 2. Give approval for the completion of the CCN by undertaking the investigation and/or testing specified in relation to it; or 3. Notify the originator of the rejection of the CCN
22
7 PROJECT RISKS AND ISSUES

Risk and Issues Logs will be maintained throughout the project, identifying the key risks and issues that could impact on the achievement of the project objectives. Each risk and issue will need to be managed to the satisfaction of the Project Board and the Project Team. The Project Team via Project Support should ensure that the Risk and Issue Logs are reviewed and updated on a regular basis. The Project Board should review the high severity risks and issues at each Project Board meeting.
7.1
RISKS
The following risks are currently identified: Mitigation Plan Review requirements with all partner organisations and if needed escalate. Investigate getting a backfill budget. Or PM produces the deliverables for project team review. Strong Project Board accountability. Seek early commitment at the first Project Board Geographical options pros and cons to be provided to the Project Board with a recommendation Escalate to PB to ask for support from the SHA Preferred option methodology is rigorous and not open to conjecture
No 1
Description Resources not supplied as per the requirement identified in Section 4.2 of the PID Failure to get commitment to provide funding following OBC Geographical scope of project uncertain Lack of engagement with LSP CSC prevents full assessment of LSP solution Disagreement on the preferred option
Sev Cost 2
7.2
ISSUES
The following issues are currently identified: No Description Access of Social Services to the N3 1 network There will potentially be 5 information sources. Who is going to own the 2 dominant record, or will it be an amalgamation? 3 Who is going to act as Data Custodian? Which bits do you have permission to give out if its a document thats been produced by separate organisations. Must be able to deliver to the Sev 1 Impact Owner
23
appropriate information governance standards 4
24
8 APPENDIX A : PROJECT ORGANISATION

PROJECT BOARD
PROJECT TEAM
SAP REFERENCE GROUP
Project Management Workstream
Requirements Workstream
IT Solution Workstream
Information Governance Workstream
Education & Training Workstream
Project Manager and Project Assistant Support
25
9 APPENDIX B : PROJECT BOARD TERMS OF REFERENCE

9.1
INTRODUCTION
The Single Assessment IM&T Project Board has been appointed to provide the overall direction and management of the project looking to identify the best IM&T solution to implementing SAP within Blackburn with Darwen. The Project Board is ultimately responsible for ensuring that the project remains on course, and the delivery of the desired outcomes defined in the Project Initiation Document.
9.2
MEMBERSHIP Executive nominations from Blackburn with Darwen PCT, East Lancashire Hospitals Trust, Blackburn with Darwen Social Services and Lancashire Care Mental Health Trust. IT leads from the four Partner Agencies Other interested bodies e.g. Lancashire County Council Strategic Health Authority SAP Lead Chair of The SAP Project Team
The membership of the Project Board will comprise of :-
9.3
ACCOUNTABILITY Each member of the Project Board are accountable to their own organisations, whose interests they are representing on the Project Board The Project Board will receive input from, and provide direction to, both the Project Team and the Project Manager for this project. The members of the Project Board will liaise with relevant key Partners within their communities, and ensure that they are aware of the progress of the project and supporting the work to achieve the required outcomes.
9.4
RESPONSIBILITIES
The Project Board is accountable for the success of the project and has the following specific responsibilities: At the start of the project Approval of Project Initiation Document Commitment of the project resources, both central project resources and the internal resources from the Partner Organisations. During the project Review each completed stage of the project and approve the Project Deliverables associated with that stage Review and approval of all project plans, including any exception plans Authorise any changes in the scope or content of the project, beyond aspects
delegated to the Project Manager Authorise any tools based implementations Review Risk Log and ensure that all key risks are identified, appropriately assessed and strategies are in place to manage the risk to acceptable levels Review Issues Log and ensure that all key issues have been assessed, and the outcome of the assessment enacted upon. At the end of the project Approve that the overall objectives of the project have been met Approve Follow On Recommendations Report Approve the closure of the project
9.5
MEETINGS
The meetings will be held every two months for the duration of the project. The Chair of the Project Board may call ad-hoc meetings to deal with critical issues arising between meetings.
9.6
PROJECT BOARD MEMEBERS

Name Title Director of Adult Social Services Org. BWD BC BWD PCT Head of Service All Age Disability Strategic Manager Adults & Older Peoples Head of Older People's Services BWD BC BWD PCT BWD BC BWD PCT Family Support and Administration Head of Occupational Therapy Deputy Director of Social Services Director of Adult Social Services ICT Director BWD BC BWD PCT BWD BC LCC SS LCC LCMHT Head of Patient Experience Deputy CIO Director IM&T Director ICT IT & Development Manager ELHT SHA BWD PCT BWD BC BWD PCT PB Role Chairman/Project Executive Senior User Senior User Senior User Senior User Senior User Senior User Senior User Senior User Senior User Quality Assurance Senior User Senior User Quality Assurance Quality Assurance Quality Assurance Quality Assurance
Stephen Sloss Clare Todd Florida Kapenda Anne Barnish Peter Dillon Neil Mathewman Caroline Howard Lindsey Darley David Kerambrum Tom Daniels David Lewis Alison Devine Linda Whitfield Mike Mckenna Helen Dawson Karen Sharples Stephen Lord
27
John Fletcher Declan Hadley Chris Anderton Stewart Cooper Mike Brooks
Head of IM&T Development Director IM&T Project Manager NCRS IT Programme Manager SAP Project Manager
ELHT LCMHT LCMHT BWD PCT
Quality Assurance Quality Assurance Quality Assurance Quality Assurance Project Manager
28
10 APPENDIX C : PROJECT TEAM - TERMS OF REFERENCE

10.1 INTRODUCTION
The Single Assessment Project Board has been appointed to provide the overall direction and management of the project looking to identify the best tools and IM&T solutions to implementing SAP within Blackburn with Darwen. The Project Team will support the Project Board in ensuring that resources are made available to carry out the work required to make the project a success, and to ensure that the work is completed to an acceptable standard of quality within the deadlines set for the project.
10.2 MEMBERSHIP
The membership of the Project Team will comprise of : SAP Business Managers SAP Project Manager Business Analysts Quality Assurance nominees In addition relevant expertise (e.g. IM&T) within key areas will be required from both health and social care at various points during the project, including Process, Networking, Integration, Systems Management, Database, etc
10.3 ACCOUNTABILITY
The Project Team is directly accountable to the Project Board The Project Team will receive direction from, and provide input to, both the Project Board and the Project Manager. The members of the Project Team will liaise with relevant individuals within their community to ensure that work required by the project is completed effectively and within the deadlines established by the Project Manager.
10.4 RESPONSIBILITIES
The Project Team is accountable for the completion of the Project Deliverables and nonIM&T implementations. It has the following specific responsibilities: Ensuring that appropriate resources as defined in this PID are made available through local communities to ensure that the work required by the project is completed in an effective and timely manner. Ensure that the identified SAP user needs are being met by both the tools and IM&T solutions being proposed To participate in all consultation procedures, and contribute towards the selection of the preferred solution for the Single Assessment Process. Quality assure the project deliverables, before their submission to the Project Board for approval Ensure that risks are being identified and controlled
29
Ensure that project issues are being identified, recorded and reviewed, including developed actions plans where required Keeping the project focussed on the agreed scope, and not allowing it to creep beyond the defined business need Ensuring all applicable standards are being met Approve all Change Control requests before seeking Project Board authorisation Approve all requests for local implementation of the tools based SAP before seeking Project Board authorisation
10.5 MEETINGS
The meetings will be held initially weekly and fortnightly thereafter for the duration of the project. The Chair of the Project team or the Project Manager may call ad-hoc meetings to deal with critical issues arising between meetings.
Name Anne Barnish Karin Major Lindsey Darley Chris Brunning Florida Kapenda Helen Sargeant Julie Quigley Lynne Haworth Linda Whitfield TBD Barbara Smith Simon Winnard Stewart Cooper John Fletcher Chris Anderton Gary Ennis Peter Bailey Alister Leaver Louise Whalley Mike Brooks Business Analyst Business Analyst IT Programme Manager IT Representative IT Representative IT Representative IT Representative Informatics Project Manager Special Projects Officer SAP Project Manager Title Strategic Manager Adults & Older Peoples Services Sensory Impairment Manager Service Development Manager Integrated Therapy Services Community Care Manager Head of Service All Age Disability Head of Service Mental Health Care Management Support Resource Manager for Residential Based Services Head of Patient Experience Org. BWD PCT BWD BC BWD PCT BWD BC BWD BC BWD BC BWD BC BWD BC ELHT LCMHT BWD PCT BWD PCT BWD PCT ELHT LCMHT BWD BC LCC SS BWD BC BWD BC PT Role Business Manager Business Manager Business Manager Business Manager Business Manager Business Manager Business Manager Business Manager Business Manager Business Manager Requirements Requirements Quality Assurance Quality Assurance Quality Assurance Quality Assurance Quality Assurance Quality Assurance Project Support Project Manager
30
11 APPENDIX D : PROJECT MANAGER JOB DESCRIPTION

POST TITLE: Reporting to: SAP PROJECT MANAGER Business Lead
Job Purpose: To project manage the development of a Full Business Case assessment of the optimal solution for a Single Assessment Process IT system for Blackburn with Darwen which meets the business requirements of the SAP users within Blackburn with Darwen. Key Responsibilities: To develop and keep under constant review, a project plan for the SAP Project, obtaining the approval of the Project Board for the same and for any significant planned changes during the process of implementation. To manage and coordinate all the workstreams with the SAP Business Managers, to ensure that the project deliverables are produced within the set deadlines, and are of a suitable quality. To develop a Strategic Outline Case for the computerised SAP process within Blackburn with Darwen. Production of an OJEU advert for the Single Assessment Process IM&T Solution (if appropriate) Production of an OBS 1 to issue to suppliers with the support of the Infrastructure Workstream and Project Team Production of an OBS 2 (i.e. Use Case Catalogue) to issue to suppliers with the support of the Infrastructure Workstream and Project Team Production of a Full Business Case, based on the 5 Case Model, for a SAP IM&T solution To report regularly to the Project Board on project progress bringing to them issues requiring their decisions or approval. To follow-up on any decisions made to ensure their implementation. To take responsibility for the overall projects progress and use of resources, in particular to identify blockages to progress and facilitate their approval. Maintain good communication and links with the planned SAP Local Implementation Teams, with all members of the Workstreams, with all members of the Reference Group and with the existing SAP Project Directors ensuring that all are aware and accept the implications of the decisions on the SAP Project. Maintain good communication of the project progress with all the key project and external Partners identified below. To complete and maintain all appropriate project documentation, following the PRINCE2 methodology.
31
12 APPENDIX E : SAP FLOW CHART

Yes
Contact with Health or Social Care services Does the SAP need to be triggered?
No
Problem solved, advice information given. Signposted to appropriate service
Background & Contact Assessment

Personal Demographics Details of needs/problems, screens for risks Completed by Health/ Social Care worker with assessment responsibilities Complete only sections that are relevant to the person
Are there further needs/ risks to address?
No
Assessment Outcomes actioned
Yes
Is there evidence of significant needs and risks? Is the situation unpredictable/unstable ? Is an assessment by a Health/Social Care worker with a specific skill required?
Overview Assessment
Assesses needs and risks as described on Contact Assessment and is relevant to individuals situation Completed by Health/Social Care worker with assessment responsibilities Complete only sections that are relevant to person
Specialist/In-Depth Assessment(s)
You may have specific needs, which require specialist input from a skilled professional (such as a physiotherapist, social worker, nurse or occupational therapist) who will carry out specialist assessment(s) as required. In some areas this is also known as the in-depth assessment.
Is a detailed exploration of any specific needs/risks required?
Yes
Assessment outcomes actioned
No
Assessment outcomes actioned
Care Plan
This is a summary of any of the above assessments. It can be shared across agencies and the user will be give a copy
Review
This is an opportunity to check with the service users if the services or treatment are meeting their needs or if any adjustments need to be made
33
13 APPENDIX F : SINGLE ASSESSMENT PROCESS PROJECT PLAN
35

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SAP PID Issue 1.1 25th Feb 2008

Hochgeladen von

Copyright:

Verfügbare Formate

Project Initiation Document

Single Assessment Process

Blackburn with Darwen

East Lancashire Hospitals

Blackburn with Darwen Single Assessment Process Project

Project Initiation Document Issue 1.1

Issue No: 1.0 Issue Date: February 25th 2008

Issue No. 1.1 Author: Mike Brooks

Date 25th February 2008 Ref: SAP/DEL/006

Project Initiation Document

Single Assessment Process

SAP Project Manager

Date of Issue Reference

February 2008 SAP/DEL/006

Issue No. 1.1 Author: Mike Brooks

Date 25th February 2008 Ref: SAP/DEL/006

Project Initiation Document

Single Assessment Process

Issue No. 1.1 Author: Mike Brooks

Date 25th February 2008 Ref: SAP/DEL/006

Project Initiation Document

Single Assessment Process

Issue No. 1.1 Author: Mike Brooks

Date 25th February 2008 Ref: SAP/DEL/006

Project Initiation Document

Single Assessment Process

Issue No: 1.0 Author: Mike Brooks

Date: 25 th February 2008 Ref.: SAP/DEL/006

Project Initiation Document

Single Assessment Process

Issue No: 1.0 Author: Mike Brooks

Date: 25 th February 2008 Ref.: SAP/DEL/006

Project Initiation Document

Single Assessment Process

The specific objectives are: -

PROJECT SCOPE Volumes & Sizing

It is envisaged that the SAP will be used by

Issue No: 1.0 Author: Mike Brooks

Date: 25 th February 2008 Ref.: SAP/DEL/006

Project Initiation Document

Single Assessment Process

Enable the management of assessments i.e.

Issue No: 1.0 Author: Mike Brooks

Date: 25 th February 2008 Ref.: SAP/DEL/006

Project Initiation Document

Single Assessment Process

Project Initiation Document

Single Assessment Process

The following deliverables are expected from the project.

Issue No: 1.0 Author: Mike Brooks

Date: 25 th February 2008 Ref.: SAP/DEL/006

Project Initiation Document

Single Assessment Process

The following exclusions are noted for this project: -

CONSTRAINTS Blackburn with Darwen SAP Tools

Project Initiation Document

Single Assessment Process

ASSUMPTIONS - INFRASTRUCTURE Health

Issue No: 1.0 Author: Mike Brooks

Date: 25 th February 2008 Ref.: SAP/DEL/006

Project Initiation Document

Single Assessment Process

NHS - NATIONAL PROGRAMME FOR IT