Post Office Limited Confidential Information
Horizon Next Generation Release 1
End Programme Report
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AUTHORS PMO with PM Support Lup Yau
REVIEWERS Programme Manager Will Russell
Head of Delivery Mark Burley
PMO Manager John Wheeler
Solutions Architect lan Trundell
Acceptance Manager Noel Beaton
Business Implementation Manager I Ann Cruttenden
Business Change Martin Drake
Service Delivery Andrew P Jacques
SIGN OFF AUTHORITY I Head of IT Lesley Sewell
Head of Delivery Mark Burley
CONFIGURATION
REFERENCE NUMBER
OPERATIONAL BASELINE
NUMBER
VERSION 0.1
STATUS Draft
CLASSIFICATION Working Document
DATE 04-11-10
CIRCULATION
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Harmony template version 0.2,03.08.2006
Any problems, comments or improvement opportunities should be sent to: IT Controlled
Document Review
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1 Document Control Information
11 Version History
0.1 20-20-20 I Initial draft
1.2 References / Related / Dependent / Parent Documents
14 POL/HNG/PID/O I Horizon Next Generation 1.3 01/05/09
2.0 01 Programme Initiation Document
2.2 POL/HNG/IMP/_ I Horizon Online™ Application 1.0 04/09/09
002 Branch Migration Document
23 ARC/SOL/ARC/ I HNG Solution Architecture 1.3
0001
11.2.1 POL/HNG/SPE/ I Horizon Online Branch Router 1.0 04/09/09
007 Installation Document
11.24 POL/HNG/IMP/ I Horizon Online™ Conversion
004 from ISDN to ADSL
11.2.1 POL/HNG/GUI/ I Horizon Online House Style for UI I 1.1 16/07/09
001 Text Authoring
11.2.4 POL/HNG/GUI/ I Horizon Online Day to Day Style I 1.0 16/11/09
002 Guide for UI Text
14.2.4 POL/HNG/REQ/ I Horizon Online (HNG) Help, 1.0 30/10/09
014 Operational and Maintenance
Acceptance Handover
1.3 Outstanding Issues and Omissions
None
1.4 Terms and Abbreviations
Asymmetric Digital Subscriber Line
AlS Application Interface Specification
APOP Automated Payment Out Payment
BAU Business As Usual
BFPO British Forces Post Office
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BIL Business Information Library
BIM Business Incident Management
CcD Contract Controlled Document
CIT Component Integration Testing
CT Commercial Terms
CTO Counter Training Office
DIA Delivery Integration and Insurance
HLD High Level Design
HNG (HNG-X) Horizon Next Generation (Version X)
HR Human Resources
HSD Help Service Desk (Fujitsu)
IRF Input Review Forum
ISDN Integrated Services Digital Network
ITT Invitation To Tender
IVR Interactive Voice Response
LLD Low Level Design
LRDP Live Reference Data Proving
MI Management Information
NBSC Network Business Support Centre
NFSP National Federation of Sub Postmasters
OLA Operational Level Agreement
ORM Oracle Resource Management
P&BA Product and Branch Accounting
PCI Payment Card Industry
PHU Portable Horizon Unit
PIP Pricing In Proportion
PIR Post Implementation Review
PM Programme Manager
PMO Programme Management Office
POL Post Office Limited
POLFS Post Office Limited Financial Services
Qc Quality Centre
RAB Release Authorisation Board
RAG Red, Amber, Green (risk/issue status reporting)
RMG Royal Mail Group
RV Release Validation
SBDS Solution Baseline Document Set
SIP Systems Integration Partnership (between POL and
Fujitsu)
SLA Service Level Agreement
SLT Service Level Target
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ST System Test
SV&l Solution Validation and Integration
TIS Technical Interface Specification
Ul User Interface
VSAT Very Small Aperture Terminal
WWAN Wireless Wide Area Network
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Contents
1 Completion Summary ...
1.1 Background ....
Objectives/Achievements Comparison...
In
BR
RR
Financial Results
Qperational Impact
Technical Impact ..
Financial Areas of Success and Failure Planning and Implementation
Quality of Service
Operational Performance
Staff Number Targets
3 Costs and Benefits Revie
1 Business Equivalence .....
Transaction Timings ....
Wireless Back-Up Network.
Impact on Help Desks .
Lessons Learned
Dependencies Manage
Risks Realised .
Solution Functionality and Scope ....
Plan Slippage .....
Personnel ....
6.4 Stakeholder Management.
Issues Encountered ..
IN [D
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BI
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wo
iD
Is
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iS
1 jo
;
Re
sie
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joo
7
8 Outstanding Risk and Issues at Programme Closure...
9 Change Requests
410 Quality Reviews
10.1 Ul Design.
10.2 Testing.
10.3 Training Website Usage...
0.4 Branch Migration Customer Satisfaction.
410.5 Stakeholder Satisfaction ...
11. End of Programme Analysis ..
412 Programme Closure...
12.1 Handover to BAU
Archiving..
13 Post Programme/Post Implementation Review ..
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1 Completion Summary
¢ Over 34,000 New Counter Printers installed in over 14,000
branches
e Data Centres migrated from Wigan & Bootle to Belfast x 2
¢ 11,485 Branch Routers installed
e 520 branches with BT line installed, in preparation for migration
from ISDN to ADSL
e Horizon Online Training provided across the POL Network to
approximately 50,000 users
e Over 11,400 Offices migrated from Horizon to Horizon Online
1.1 Background
The Horizon Next Generation (HNG) Programme was established to
provide simplified network software platform architecture, based on
centralised, rather than distributed, processing. The new simplified
Horizon Online system, delivered by the HNG Programme, will
facilitate the introduction of future changes, be easier to manage and
supports the requirement for network flexibility. The software solution
is component or modular based, which will support greater re-use and
speedier future development. It makes use of modern, standardised
technologies, which enable lower cost of ownership, easier integration
with external systems and reduced service management costs.
The HNG Programme did not seek to add new functionality to the
existing Horizon system. The Programme applied the principle of
‘Business Equivalence’. This meant that the new Horizon Online
system covers the same functionality as before, although the user
interface looks different to the frontline user and Postal Services were
enhanced. In total, approximately £10m worth of business change
was_ introduced. Though the functionality has been largely
unchanged, the Programme has introduced a wide range of “behind
the scenes” changes that affect all aspects of the current service,
including data centres, field service and telecommunications. The
Programme also required some new equipment in branches; a
communication router in each branch to improve ‘in-branch’
availability by removing the reliance on the current Gateway
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terminals, and the installation of new counter printers at each counter
position to overcome issues with the previous printers.
2
Objectives/Achievements Comparison
Key objectives of the Programme were as follows:
Contractual and Financial Objectives
The contract for the delivery of HNG will be agreed and signed
off by the end of August 2006. (Achieved)
HNG will provide significant savings in IT costs over the life of
the contract. This is crucial to POL IT achieving the 50%
reduction in IT costs needed as part of the transformation of the
Business.
The amended contract with Fujitsu Services covers the period
2010 to 2015. (Achieved)
Deliver new solution within Business Case financials (Achieved)
Fujitsu Services will work with POL to improve the 50%
reduction in IT costs through joint working under the Systems
Integration Partnership (SIP) strive.
(Achieved and continuing)
Note that the full details of financial objectives are contained within
the Business Case.
The requirements defined ensure that:
The new system is more flexible and simpler so that it can be
modified easily to meet the needs of the changing Business.
The new system is able to operate to newly defined service
levels, which better meet the needs of the Business.
Operational change was minimised as far as possible to reduce
training and familiarisation costs and timescales.
The Programme delivered a Business Equivalent system,
except where changes were explicitly agreed or required, due to
IPR not being owned by either Fujitsu Services or POL.
The modified design should enable reductions in the time to
market for major developments and new products brought into
service.
Changes to the interfaces with all external systems were
minimised.
Where identified and agreed with the Programme, the new
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system supported other POL initiatives e.g. Rural Strategy.
The HNG Requirements baseline defines, and the HNG Applications
supports, the operation of Post Office business processes in a
manner that achieves the same business outcomes for PO Ltd and its
Clients and achieves the same operational effect within a Branch, as
currently provided by Horizon at the agreed baseline (“Business
Equivalence’).
2.1 Financial Results
The programme continues to forecast delivery of the Business Case
significantly below baseline cost.
Furthermore, POL continues to receive in excess of the full Business
Case benefits, plus additional benefits derived from other events and
actions by the programme team. This represented a contribution in
excess of £56.1m per annum (target £43.6m) in 2009/10 and a
forecast of £58.6m (target £52.7m) for 2010/11.
The summary Business Case position is as follows:
TAS INPV Benefits Payback
(10/11)
Business [£127.6m [£89.3m £52.6m 4.5 years
(Case
(Current £111.5m £96.6m £56.8m 4.4 years
Forecast
2.2 Operational Impact
2.2.1 Data Centre
The Data Centre design for HNG-X moves away from an
‘active/active’ configuration and adopts the more customary
configuration where the primary site serves production and the other
remains on standby for use in disaster recovery, thus allowing the
disaster recovery site to be used as the testing environment. The
Data Centres at Wigan & Bootle were successfully moved to Northern
Ireland where there is one Data Centre in constant operation with a
disaster recovery back up data centre nearby. This was completed
on 31/10/2009, initially servicing Horizon, then moving through a
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combined Horizon and Horizon Online service, and finally to Horizon
Online only. The Data Centres at Wigan and Bootle were
decommissioned over 2 weekends, completing on 10 October 2010.
2.2.2 Branch Router Migration
The branch router is compatible with all branch communication types;
ADSL, ISDN (including Kingston Communication ISDN branches) and
branches with ADSL as primary communications and ISDN for back
up communications and VSAT. It has an inbuilt mobile broadband
wireless network (WWAN) using either Orange or Vodafone service
providers, which the router will switch to if the primary
communications fail.
The Branch Router assumes the communications role of the gateway
terminal, and routes all data to and from the data centres in Northern
Ireland, to and from all counter terminals in the branch.
All branches have one router installed, near what was previously the
gateway terminal. Where a branch operates portable Horizon
equipment (Core and Outreach branches); there is one router
installed, which is taken with the portable equipment to every service
point.
The existing ISDN luggable terminal was replaced with a Portable
Horizon Unit (PHU) version 2 on migration to Horizon Online™.
2.2.3 Horizon Online User Interface
The Horizon Online User Interface (Ul) was designed to be intuitive
and easy to use. The biggest change from the Horizon system is how
the system looks on screen and the way in which the user navigates
to products and services. Whilst the new system looks quite different,
the products and services have not changed. Anecdotal comments
captured from the Kendata' questionnaire feedback have been very
positive. Attached are a few examples from postmasters following
migration to Horizon Online.
“It is quick and efficient.”
“Seems a lot simpler than feared!”
‘ Kendata is the external company who scanned the questionnaires and provided weekly MI
reports and details of all comments provided by the Post Office branches.
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“Horizon online seems to be quicker and more explanatory, especially
the help button.”
“When the new system is in you find it much easier to use than you
thought.”
“l was very anxious before we migrated but I think it is a great system
now. I got the hang of it easily enough.”
“Online Help is really useful. It lets you answer customer queries
without leaving the counter.”
2.2.4 Counter Training Office (CTO)
The CTO solution for Horizon Online™ required the installation of a
new ADSL communications line as the CTO is connected into the
Horizon Online™ Data Centres.
2.3 Technical Impact
The System Overview is described in the HNG Solution Architecture
Outline ARC/SOL/ARC/0001 but for convenience a high level
description is repeated here from paragraph 1.3 of that document.
The HNG-X solution is based on a set of business applications that
support a centralised model for data storage. The counters retain
operational data (e.g. Reference Data) and business logic, but
transactional information is stored directly in the Data Centre.
The counter side of the new applications is based on Java
technology. The counter hardware and operating system are reused
from Horizon. A number of legacy databases and applications are
retained at central level. The Disaster Resilience model proposed in
HNG-x is based on one live and one stand-by Data Centre. The Live
Data Centre is reinforced to provide local resilience. The stand-by
Data Centre is a copy of the live one. The primary storage arrays of
the two Data Centres are kept aligned using synchronous replication
technology. The stand-by Data Centre is also used for testing
purposes. Failover technology is used to enable the switch of the
Data Centre from stand-by to operational within contractual time
frames.
The Network solution is based on a combination of low-cost ADSL,
ISDN, and mobile technology. Routers were installed in all Branches
prior to the rollout of the new applications.
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2.4 Financial Areas of Success and Failure Planning and
Implementation
2.4.1 Plan Slippage
Over the lifetime of the HNG Programme, the plan has been delayed
and re-baselined on several occasions by Fujitsu for different
reasons. Slippage of Programme milestone dates have been
challenged and accepted. POL has not been financially penalised for
slippage of Programme plan dates due to the contract protecting the
full business case benefits independent of when the solution is
actually delivered and the actions of the POL HNG Programme team.
Key areas where the HNG Programme Plan slipped were due to:
¢ Delays in solution development
e Delays to testing, issues with test rigs
e Branch router roll out delays impacting start of branch migration
pilot
e Data Centre Migration delays
e Data Centre Outages resulting in suspension of branch
migration pilot
2.4.2 Financial Success
POL negotiated in the contract with Fujitsu to protect the full Business
Case benefits in the event of delays attributable to Fujitsu. Also,
additional benefits have subsequently been derived from further
actions by the programme team to reduce POL costs. Overall this
means that the Programme has delivered ahead of the Business
Case, with a financial contribution in excess of £56.1m per annum
(target £43.6m) in 2009/10 and a forecast of £56.8m (target £52.6m)
for 2010/11. Despite the HNG Programme timescales slipping
against the original planned milestones, as stated above, POL were
not penalised financially as the Business Case benefits were
protected.
2.5 Quality of Service
2.5.1 NBSC and HSD Statistics
Throughout the pilot and roll out of Horizon Online, call volumes and
incidents to NBSC and HSD have been tracked and summarised in a
daily report (see attached). A few incidents, such as system outages
and printer problems have resulted in pressure on the call centres.
However, mitigations put in place averted any major disruption to
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services, and Service Levels Agreement targets were being hit by the
end of the pilot phase, and mostly maintained during rollout.
A snapshot position as at 21/08/2010 is as attached.
U:\AllDocurents LY\
Mig & Imp\HNG Repoi
2.5.2 6 Dials Report
HSD call statistics and engineer visits to branches have been tracked
via the ‘6 Dials’ report (see attached), which is produced by Fujitsu
Customer Services. This report provides detailed analysis of the type
and frequency of calls to the HSD and the level of engineering service
provided if required. The statistics illustrate that whilst there have
been incidents which have resulted in pressure on the helpdesk and
engineer service, both of these have been able to cope with the
workload. This MI continues to be monitored on a daily basis.
A snapshot position as at 10/09/2010 is as attached.
ual Documents LY\
Mig & Imp\RMGA_Six.
2.5.3 Cumulative MI Report
Roll out statistics for Router and Branch Migrations were logged on
the ‘Cumulative MI Report’ (see attached). This tracked the progress
for pilot and roll out for both the Router and Software.
A snapshot position as at 15/09/2010 is as attached.
U:\All Documents LY\
Mig & Imp\15.09.10_!
2.6 Operational Performance
To ensure that the capacity of IT services and the IT infrastructure is
able to deliver the agreed service level targets (SLT) in a cost-
effective and timely manner. Capacity Management considers all
resources required to deliver the IT service, and plans for short,
medium and long term business requirements. As part of the service
management requirements, Fujitsu produce a monthly report for
review, which outlines the key statistics for the previous period. This
report is then used to manage risks, issues and improvements to the
Horizon Online estate.
An example of the Capacity Management Report (August 2010) is
attached.
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Pe I
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a stuff temp\HNGXCa
2.7 Staff Number Targets
Not applicable — no staff number targets set.
3 Costs and Benefits Review
3.1 Business Equivalence
The HNG Requirements baseline defines, and the HNG Applications
supports, the operation of Post Office business processes in a
manner that achieves the same business outcomes for PO Ltd and its
Clients and achieves the same operational effect within a Branch, as
currently provided by Horizon at the agreed baseline (“Business
Equivalence’).
3.2 Transaction Timings
The HNG Programme Team conducted benchmarking on timings for
transaction/back office reports for the Horizon system against Horizon
Online.
Early analysis was very positive, with postal services in Horizon
Online in excess of 20% faster than Horizon. Only two transactions
have deteriorated with respect to speed of execution; a simple stamp
sale by 6% which was expected, and Debit Card payment, which was
not. It is suspected that the Debit Card issue is due to the emulator
used during testing (not the true live system) and this is currently
under investigation. This has not been observed in live operation and
is expected to be resolved imminently.
There is very positive news in terms of back office timings, with all
report production on Horizon Online taking less time compared with
the old Horizon solution. This mirrors the positive feedback received
from the Network.
Presentation on timings for transaction/back office reports for the
Horizon system against Horizon Online given to Richard Barker,
Director of Sales, POL, attached.
as
i
U:\All Documents LY\
PID ESR\HNG Transac
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3.3 Wireless Back-Up Network
The branch router is compatible with all branch communication types;
ADSL, ISDN (including Kingston Communication ISDN branches) and
branches with ADSL as primary communications and ISDN for back
up communications and VSAT. It has an inbuilt mobile broadband
wireless network (WWAN) using either Orange or Vodafone service
providers, which the router will switch to if the primary
communications fail.
3.4 Impact on Help Desks
Since full rollout commenced, the NBSC experienced an increase in
call volumes above those predicted. The main issues that had a
direct impact on performance levels were:
¢ a lack of understanding of Branch Trading (no change to the
procedure but branches still required hand-holding)
¢ error messages relating to which trading period the branch was
in
e branches failing to select the correct IVR option.
Outbound activity was also extended at minus one week to migration,
as a result of over 60% of branches failing to complete their training.
This was above initial forecasts which were felt to be very generous.
However, it is possible that the ongoing delays to the solution rollout
may have attributed to a lack of action in this area.
NBSC have managed the increased volumes whilst service levels
were hit. The overall service to the branches throughout what has
been a massive Programme for POL, was excellent, given the various
challenges faced and dealt with. Royal Mail Customer Services, as a
supplier, has committed all it can to manage the impact of HNGX and
should be commended for what has been achieved.
On HSD, there were numerous system outages, including blue /
turquoise screens and an increase in inappropriate calls, which
impacted on NBSC, caused by branches choosing the wrong IVR
option. However, initial service levels of the desk were unaffected
until the latter part of the rollout that was further aggravated through
the gold label printer issue, which was non-HNG related. All the
system issues have now been resolved and the impact has subsided.
There are no issues on the desk at present.
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4 Lessons Learned
Attached is a sample of the key lessons learned from the HNG
Programme throughout the lifecycle.
Programme have been captured and logged centrally within POL IT
for assessment and sharing with future POL IT Programmes and
All lessons learned from the
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programmes.
Stage Category Task/Activity Lesson Learned (positive I How to
Captured or negative) Progress
(if required)
Stage 3a - Requirements Where a feature I A facility needs to be To be provided
Detailed Management of anew included with our suppliers I to Design
Requirements solution is a (in this case Fujitsu), which I Authority and
consequence of I acknowledges the need for I Business
a solution requirements and Analyst Job
design decision, I acceptance criteria to be Family
the Post Office I written and agreed during champions for
needs to assess I or after the identification of I inclusion in
the level of design-driven elements, best practice,
impact this will and POL needs to ensure I and to DIA-
have on POL owned
resource, POL Lessons
operations, and
Learned Log
on future
strategy.
Stage 3a - Requirements Ensure the Programme processes for I The lesson
Detailed Management Acceptance the management of all should be
Requirements strand of the defects (not just those discussed by
Programme linked to requirements) Programme
have an integral I need to be established, Managers and
link with Testing I agreed, and communicated I Business
and are routinely I at an early phase. Analysts at the
notified of all awayday
testing defects events.
(not just those
that impact/are
linked to defined
requirements)
Stage 3a - Requirements Programme The iterative process of Use Case
Detailed Management Lifecycle realising Use Cases jointly I process for
Requirements was successful, as documenting
opposed to passing requirements
documents between POL should be
and the supplier (in this adopted for
case, Fujitsu) back and future
forth (ref Conceptual Programmes.
Design - Design Proposal
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in the past).
Stage 3a - Stakeholder Programme Aim to get POL objectives I These should
Detailed Management Lifecycle aligned with the suppliers’ be set up
Requirements as far as possible. This during
leads to win-win Programme
behaviours. start up.
Stage 3a - Planning Programme Need to ensure that the This should be
Detailed Lifecycle supplier, when allocating established
Requirements development timescales for I during
any activity that they build Programme
in enough time to meet all I start up.
requirements for the
differing types of branches
and ensure that the most
difficult are not left till the
end, as more time is
required for these.
Stage 5 - Technical Risk-based test I The business should buy-in I Test Team and
Build & Test approach, in to the Risk Based test Business
collaboration approach more. Analysts Analysts need
with the should assess to adopt
Requirements requirements for Business I strategy more
team. impact. Requirements set I widely.
must be living documents
with business impacts kept
updated. Held in DOORS
(and Quality Centre)
Stage 5 - Technical Defect analysis I There is aneed to conduct I Test Team to
Build & Test towards the end I an analysis of defects progress.
of a Programme. I coming into live at the end
of each Programme, to
close the loop. This is an
essential process
improvement opportunity.
Stage 5 - Technical Reference Data I Approach to Reference End to end
Build & Test testing for HNG I Data has been patchy review
across HNG, with some between the
good work towards the approach to
end, but inconsistencies at I Ref Data is
the beginning. Need to be I required.
more collaborative.
Lesson is better planning -
close alignment and
communications between
Programmes and ref data.
Stage 7 - Technical Investigation of I Investigation of live issues I Noel Beaton
on the system. Need to
can take this
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Closure live issues locate a live-like kit close to I up with Mark
the BA's (in Chesterfield). Burley in the
Use of a CTO? Optimally, _I first instance
locate a Model Office there. I as part of his
Model Office
assessment.
Stage 7 - Management Service Delivery I Having a designated Service
Closure representation Service Delivery work- Delivery is
on the stream manager on the looking to
Programme Programme worked very replicate this
well. elsewhere.
Stage 7 - Training and Migration Do not assume branches Produce a
Closure Communications I process. follow the process for pre- I comprehensive
Branches didn't I migration checks on detailed work-
necessarily migration day - provide a aid for all
follow the detailed process, detailing I users, to be
correct process I the steps encountered e.g. I able to follow
for pre-migration I cutting off mails. exact steps
activities on the required.
day of migration.
Stage 7 - Planning Scheduling Whilst scheduling branches I Lorraine Hall to
Closure branches for for migration, the drop out I produce trend
migration; could I rate was not factored in, analysis from
have migrated meaning that there was HNG project,
more each spare capacity for to produce a
evening. migrations on most model for
evenings/days. In future, future
excess number of reference.
branches should be
scheduled to account for Challenge
drop outs - this should be constraints
modelled, as the drop out validity. 'Must
rate decreases as more haves' or 'nice
branches migrate (trend to haves'.
analysis).
The Branch migration
project had multiple
scheduling constraints and
this impacted the
scheduling. In future the
number of constraints
needs to be addressed as
early on as possible to
ensure there is more
flexibility.
Stage 7 - Planning Planning: Is there an off the shelf Need a
Difficult due to planning tool that youcan__I reusable
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Closure shifting time- input criteria into, so that scheduling tool
frames and when new dates are which can be
complicated inputted, the tool calculates I used for other
nature of criteria I the time shift to projects,
for scheduling accommodate the planning I flexible
branch criteria? depending on
migrations Peter Catt's departure left size and
Lack of technical I the HNG Migration team scope.
support for the without support back up for I (Consider use
HNG scheduling I the HNG scheduling tool. of Microsoft
plan His expertise (Excel skills) I Access.
will be missed. Database
needs to be
able to
accommodate
changes.)
Need a POL
standard,
scheduling tool
or technical
support.
Technical
Support should
document
usage and
update of tool.
Stage 7 - Reference Data I Data on Core Data on branches Need to
Closure branches for was not always accurate, baseline
migration; e.g. some branches branch lists
information not I showing up as temp closed I with suppliers
aligned with when they were trading. upfront.
supplier and Recommend contacting all I Contact every
inaccurate branches regardless of branch
core data status.
PHU Core data inaccurate;
recommend determining
location of kit up front for all
outreach branches.
The colour coding to
identify changes to the
schedules for additions and
cancellations worked well
to provide a clear daily
picture. In future the
schedule of branches
should be base-lined by
regardless of
their status on
the Core Data
list.
Feedback
discrepancies
in the Core
data to the
Reference
Data team.
Clear reporting
agreement.
Daily updated
schedule to be
issued as soon
as any
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changes are
made. Keep
everyone
informed.
Stage 7 - Requirements PHU/VSAT Supplier should manage Incorporate
Closure Management development left I development of solution for I into
too late PHU and VSAT in parallel, I requirements.
cross-working between Milestones /
teams to avoid duplication I gateways for
and ensure consistency. each different
Avoid reliance on the same I solution.
resource for the
development of these
solutions at the end each
time.
Stage 7 - Requirements Full scenario Full scenario walkthroughs I Walkthroughs
Closure Management walkthroughs should be completed early I should be
and linked to test. factored into
requirements.
Development
team should
explore options
to progress
failures where
possible. Not
just choose
regression as
the only option.
Walkthroughs
should be part
of the Test
Plan, and
migration team
should be
invited to
attend these.
Stage 7 - Deploy Migration of VIP I Completing migration of Good PR
Closure Crown offices - I flagship Crown branches exercise,
avoid disruption I over the weekends worked I getting buy in
to service. well to ensure business from the
was not affected and business.
should be continued for Consider this
future projects. option for
The strategy to migrate all I future
the Crown Branches early
in Pilot had benefit as it
made scheduling easier
and was good PR for
developments
which impact
Network.
Involvement of
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stakeholders. It also Business
provided a good volume of I Partner for
transactions to be
monitored so this approach
should be considered again
for future deployments.
Network was
key in getting
Network buy
in, and Crowns
involved.
Stage 7 - Testing Testing and Representing a cross Should be part
Closure migration of section of the estate in of
different types of I Model Office for example requirements
kit. standard kit and VSAT was I that Model
beneficial in helping the Office
project to be successful. represents
This should be continued each type of
for future deployment counter and
projects. branch
network
solution.
Stage 7 - Deploy Migration of The approach taken in the I Should revisit
Closure Core and branch migration project core data -
outreach kit at whereby the core and easy to identify
the same time. outreach kit were migrated I relationship
at the same time helped to I between core
reduce POL support and and outreach
engineering overhead and I branches.
this worked well and should
be continued.
Stage 7 - Governance Communications I The pre-email for — Day 1 Text and email
Closure used for daily from Post Office on the approach for
migration status
status of branches
following the button press
worked well in the project
as it provided a clear
position going into
migrations.
Using email to
communicate the position
of migration
failures/success/differences
and unknowns rather than
providing the detail over
phone worked better during
rollout and it minimised the
potential for human error in
passing details of FAD
codes.
The text message sent
post migration worked well
providing daily
status update
should be
employed in
future projects.
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to communicate the status
of branches to
stakeholders and provided
a single point of contact
which should be continued.
Stage 7 - Other ISDN branches I If possible all ISDN Discuss with
Closure communications I branches should be nailed I supplier,
issues up (set to continuous ping) I Fujitsu
for future migrations to
prevent possible
communication issues as
this helped during tail
management with problem
branches.
Stage 7 - Requirements Understanding It would have been more In
Closure Management of possible beneficial to have had a full I Requirements,
alternatives understanding early on as__I Solution
following to what alternatives were should be
migration failure. I technically possible developed to
following a migration failure I overcome
instead of the branch just intermittent
being rescheduled. Could power failures.
the migration be manually
pushed through in the
morning for example?
Stage 7 - Other Technical Pre Consideration should be Discuss with
Closure Migration Health I given to whether technical I supplier,
Checks should I pre-checks could have Fujitsu.
have been been done earlier for
conducted example two or three days
earlier to before migration instead of
highlight issues I one day before. If there are
which required any open issues against
engineer visits the branch this would give
to resolve. more time for engineering
calls (hardware swap outs).
An additional check that
would have been useful
and should be considered
in future is checking
branches to see if they
have any power failure
issues in their recent
history.
Complete lessons learned logs attached below.
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U:\All Documents LY U:\All Docurrents LY
Lessons Learned\CopLessans Leamed\HNC
5 Dependencies Managed
Contractual Programme dependencies were managed throughout the
course of the HNG Release 1 lifecycle. A log of the dependencies
tracked, managed and closed is attached.
U:\All Documents LY\
PID ESR\Contract - D
6 Risks Realised
The key themes for risks realised
6.1 Solution Functionality and Scope
The scope of the HNG Programme changed over the course of its
lifetime. Before decisions were made, these changes were
documented as risks, which subsequently became decisions; the
deferral of Auto Fault Logging and migration from Windows NT to
Windows XP operating system. In the early stages of the
Programme, consideration was given to refreshing all the counter
hardware, but due to cost constraints, this was scaled down to only
include the counter printers and the installation of branch routers to
assume the communications role of the gateway terminal. The
solution for an alternative to the WWAN back up network, in areas
where there is insufficient signal strength, has yet to be resolved.
In order to provide a stable state of the Horizon system to apply
business equivalence to, a Change Freeze was put in place. This
affected the rest of the business as all new CRs and CPDs during the
period had to include budget for both Horizon and Horizon Online
changes where applicable. Though this change was necessary, its
impact was mitigated by robust communications and HNG attendance
at the Business Change Acceptance Board (BCAP) which
subsequently became the Gating Forum.
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6.2 Plan Slippage
Throughout the HNG Programme, the plan has shifted to the right on
a number of occasions by Fujitsu Services, for various reasons.
Slippage of Programme milestone dates have been challenged,
accepted and the plan re-baselined. Where the slippage was
significant, acceptance of the revised plans has been made via
contractual changes. Key areas of slippage include solution
development, solution testing (construction and contention for test
rigs), data centre migration, branch router roll out, solution pilot and
roll out. Though there have been significant delays to the HNG
Programme delivery, Programme Management has consistently
emphasised the importance of delivering a quality product. Early
indications are that the new system is working well and proving to be
popular with the Network users. This justifies the delays to product
delivery encountered.
6.3 Personnel
The HNG Programme suffered from the frequent replacement of the
Fujitsu Programme Manager and other key Programme posts within
the Fujitsu Programme team. There was a diversion of Senior Fujitsu
resource away from HNG to respond to other non-HNG work e.g.
ITTs from RMG. This resulted in a lack of continuity in the
Programme at times, which was frustrating. However, consistency of
POL personnel working on HNG was advantageous; knowing the full
history and context of Programme deliverables and issues gave POL
a stronger position when negotiating contractual details. The
contention with Horizon for Fujitsu Test resource and reliance on
certain critical individuals’ expertise resulted in some key staff
bottlenecks within Fujitsu. This contributed to the plan slippage in
addition to the factors described in section 5.2.
6.4 Stakeholder Management
The Business Change team was tasked with managing the HNG
stakeholders. Stakeholder risks emerged at various times during the
Programme, resulting from slippage to the plan dates and system
outages during the pilot and roll out phase; pressure from BAU to
provide actual dates for key Programme activities during periods of
uncertainty and losing the support of the NFSP for a period during
March and April due to system outages caused by Data Centre
incidents and errors. Though these risks were realised to some
degree, the extent of these were mitigated by effective stakeholder
engagement and communications. A separate risk resulted from
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HNG Migration Support having to conduct compliance checks during
branch visits; this resulted in branches being suspended due to cash
discrepancies and a reluctance of some branches wanting to migrate.
7 Issues Encountered
Issue
Outcome/Mitigations
Plan slippage (formerly managed
as several risks)
e Counter development
against the version 60 plan
e Rig Builds behind schedule,
especially Volume and Integrity
Test rig, resulting in
downstream impact on testing
timescales.
late
e Branch router roll out delays
impacting start of branch
migration pilot
e Data Centre Migration delays
e Data Centre Outages resulting
in suspension of branch
migration pilot
Re-planned several times during
the Programme lifetime. This
issue was accepted.
Mobile signal strength to some
branches is inadequate to support
the original HNG proposition.
Quality of Service being
discussed and agreed between
POL Service Delivery and Fujitsu
Customer Services.
HNG System Stability: Outages
and disconnections from Data
Centre
Data Centre fixes and counter
fixes were applied. Audit
conducted on hardware
resilience. All components on the
system were monitored. Early
morning health checks. Fujitsu
engaged with Oracle for technical
expertise. A team was sent from
the US to manage and resolve
the technical database issues.
Screen Freezes/ re-boots and
recoveries. Incidents were too
Data Centre fixes applied. ‘Quick
Reference Guide’ on Recovery
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high, causing frustration at
branches.
issued. Daily Reviews conducted.
Branch Trading Statement; Trial
balance causing final balance
volumes reporting issues.
Problem fixed with Release R1.08
Security Acceptance Incidents.
Lack of Patch and Vulnerability
Management.
Escalated to Fujitsu to confirm
and deliver rectification plan. An
agreement with PCI auditors to
apply all key security patches was
reached. PCI audit of branches
conducted in August 2010. Now
awaiting final report from the
Auditors. Penetration testing was
conducted.
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HNG Risks and Issues Log (DRAID) as at 20/09/10
W:\Program
Mangement Office\Ht
8 Outstanding Risk and Issues at Programme Closure
Note: These are key items only. All items are detailed in the
individual handover reports referred to in Section 11.1.
9 Change Requests
CT Title Relea I Statu I Sign Off I Authorise
Numbe se s Date d Gross
r
0433b I HNG-X HNG- I Signe I 08 £809,016.
Commencement of XRel Idoff I February 90
Requirements Analysis I 1 2006
and Solution
Specification Stages.
0450a_ I HNG-X Solution (Master I HNG- I Signe I 08 £0.00
Provisions) XRel Idoff I February
1 2006
0487a I HNG-X Continuation of I HNG- I Signe I 19 May £944,064.
Requirements Analysis IX Rel Idoff I 2006 00
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and Solution 1
Specification Stages.
0509a I HNG-X Further HNG- I Signe I 08 August £8,226,53
Continuation of XRel Idoff I 2006 5.00
Requirements and 1
Analysis and Solution
Specification Stages
0675 CONSULTANCY - HNG- I Signe I 12 May £13,620.0
APOP Future XRel Idoff I 2008 ie)
functionality 1
0685a_ I Provision of Router HNG- I Signe I 18 June £0.00
Cable Tags XRel Idoff I 2008
1
0715 Solution Specification HNG- I Signe I 06 January I £28,320.0
and Design for a Link to IX Rel Idoff I 2009 0
Experian 1
0717 Postal Services HNG- I Signe I 24 £24,952.2
Destination Area Rules IX Rel Idoff I February 9
(MBC001) & PIP 1 2009
Format Selection
(MBCO003)
0719 Increase to Trace and HNG- I Signe I 04 £9,049.11
Trace Contractual XRel Idoff I February
Limits for HNG-X 1 2009
0746a _ I Increase Max Branches I HNG- I Signe I 26 June £0.00
(Re-wording of HNG-X IXRel Idoff I 2009
requirement) 1
0765 Provision of Test HNG- I Signe I 16 £54,225.0
Resources to Fujitsu XRel Idoff I September 0
4 2009
0767a I Amendment to the HNG- I Signe I 06 £2,618.29
existing Vocalink XRel Idoff I November
firewall rule mapping - I 1 2009
HNG x
0792a I AUDDIS for PO HNG- I Signe I 01 £20,244.1
Essentials Direct Debits IX Rel Idoff I February 3
(Fujitsu Aspect) 1 2010
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0803 HNG-X Receipt for HNG- I Signe I 08 April £2,500.00
Regulatory Compliance IX Rel Idoff I 2010
Training transaction 1
0862 HNGx Recovery HNG- I Signe £0.00
Process Improvements I X Rel I d off
1
CCN1268 Number of changes encapsulated in Commercial
Agreement. These included:
[ 1259b I HNG-X ] 15/05/2009 l Deferral of Auto Fault Logging
SUBMITTED
Additional change deferred from HNG Release 1:
I Deferral of migration from Windows NT to Windows XP or Linux
10
10.1
Quality Reviews
UI Design
Horizon Online User Interface was designed, developed and tested
with the involvement of over 400 Horizon users. Feedback was taken
from sub-postmasters and staff from around the country during
conferences, exhibitions and meetings whilst the prototype of the
User Interface was being demonstrated. In that time, the HNG team
met with over 3,000 people. See Section 2.2.3
10.2
The following is an overview of the testing effort. These high-level
figures are taken from Quality Centre (QC).
Approx 25,000 tests executed at least once. This breaks down as
Testing
follows:
System Test (ST) 5,000
SV4&l functional 4,000
SV&lI non functional 4,000
RV accreditation 3,500
RV migration 2,500
The rest are a mixture of Volume, Integrity, Disaster Recovery,
LRDP and automation testing.
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These figures do not include any Component Integration Testing (CIT)
that over the duration of HNG became an important part of the testing
process.
There were 12 cycles of SV&I testing.
10.3. Training Website Usage
The Training Website enabled end users to familiarise themselves
with the look and feel of Horizon Online, learn the new structure of
screens and try out some transactions and procedures. Usage of the
Horizon Online Training Website was monitored to gauge the level of
how widespread and effective it was, as one element of the training
suite. Attached are high-level statistics to provide a snapshot view.
e High level numbers for training website usage as of 08:30, 31
August 2010.
o Number of FAD codes with one or more registered
accounts: 6,474
o Number of registered accounts: 16,231
e Frontline branches:
o 6,370 FAD codes with one or more registered accounts
o 15,366 registered accounts
e Administrative units:
o 24 FAD codes with one or more registered accounts
o 865 registered accounts
10.4 Branch Migration Customer Satisfaction
Kendata statistics that provide the collative branch satisfaction for
Horizon Online Migrations.
A snapshot position as at 19/08/2010 is as attached.
Horizon Online™ Programme - Overall I am satisfied with the communication and
support provided for migration
no. branch Cumulative Strongly Strongly
wk I _retums Average Agree I Agree I Disagree I Disagree
32
; 86% 65% % 4% 2%
100 % score indicates all branches answered strongly agree number of branches responding to an
0% score indicates all branches answered strongly disagree individual question
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10.5 Stakeholder Satisfaction
From September 2007, the HNG Business Stakeholder Engagement
team, part of Business Change, carried out monthly interviews with
selected key stakeholders to measure the ongoing level of satisfaction
of these individuals with the HNG Programme. By measuring
stakeholder satisfaction the Programme Team was able to ensure
that stakeholder requirements were being met and to allow for them to
identify and take appropriate action to improve satisfaction when
necessary.
Up to 30 stakeholders were identified for interview at any one time.
The stakeholders interviewed were changed during the course of the
programme to reflect changes in personnel and the business
organisation. Each stakeholder was scheduled for interview once
every three months with 8 interviews targeted for completion in each
month. As stakeholder participation was on a voluntary basis, the
actual number of interviews completed each month did vary. To
maximise the number of questionnaires completed each month, if a
stakeholder was not available for a face-to-face interview, he/she was
able to complete and return a paper questionnaire.
The overall level of stakeholder satisfaction for the duration of the
programme is summarised in the table below.
Programme I Programme
‘Statement i "Always or Usually
II feel the Programme understands what's important to me. 3.5 4.0 94%
II believe the Programme team is open and honest with me. 3.4 3.0 95%
I find it easy to make contact with the Programme team. 35 40 98%
feel the Programme team acts on any issues and concerns
raised and I am kept up to date on how they are being 36 4.0 95%
handied.
II receive timely communications about HNG that are accurate
3.6 4.0 91%
land relevant to me.
overall Programme Programme I %Average score 3.0
Average Median or higher
Average score for all statements 3.5 3.6 87%
11 End of Programme Analysis
222
12 Programme Closure
Closed down of Programme Governance for HNG Release 1.
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Title of meeting Main Purpose Date of final Comments
meeting
Workstream / For Workstream/ I 22"¢ September Internal
Strand Lead Team I strand leaders to 2010 agreement to
provide an update initiate
on their areas to Programme
the Programme
Manager and
peers and for the
PM to share
updates and
information for
cascade.
Promotion of
cross-strand
closure activities.
Agreed to seek
authorisation from
stakeholders.
working.
Programme Board I For the 27" September Authorisation
Programme 2010 granted to
Manager to provide
a monthly update
on HNG R’1 to the
Programme Board.
proceed with the
closure of HNG
R1 Programme.
Joint Steering For Fujitsu 16' September Joint agreement to
Board (supplier) and POL I 2010 initiate
to provide Programme
Programme closure activities.
updates, discuss Agreed to seek
key authorisation from
issues/concerns stakeholders.
and formulate
mitigation or
rectification plans.
Executive Team For the 218 September Final Programme
Sub Group Programme 2010 update issued to
Manager to provide
a monthly update
on HNG R’1 to the
Executive Team
BPMO for ET
Board report.
Sub Group.
Delivery Working I For Programme 29th September Acknowledged
Group (DWG) Managers to 2010 that Programme
provide an update
on the status of
projects /
programmes to the
Programme
Delivery Manager.
Board had granted
authorisation for
HNG R1 to
commence close
down activities.
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Internal RAB
For the Business to
provide agreement
for HNG R1 to
move through the
different stages of
the Programme
once the
Programme team
has provided
assurance of
readiness to
proceed.
4" October 2010
Agreement to
close the HNG R1
Programme
reached.
Joint RAB
For both parties,
POL and Fujitsu, to
provide agreement
for HNG R1 to
move through the
different stages of
the Programme
once the Joint
Programme team
has provided
assurance of
readiness to
proceed.
29th June 2010
Authorisation
granted to
proceed with full
HNG R1 rollout.
Input Review
Forum (IRF)
For the Business to
provide agreement
for HNG R1 to
move through the
different stages of
the Programme
once the
Programme team
has provided
assurance of
readiness to
234 June 2010
Authorisation
granted to
proceed with full
HNG Rz1 rollout.
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proceed.
Project Delivery Project/Programme I 6'* October 2010 I Agreement to
Framework Gate 7 I Closure close the HNG R1
Programme
granted, with
caveats regarding
handover to BAU
batons — see
section 11.1
Project Delivery Post TBA
Framework Gate 8 I Implementation
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Acceptance Contractual 29" December
Gateway 6 acceptance 2010
gateway.
Embed End Programme Plan as at 29/09/10
U:\All Documents LY\
PID ESR\HNG project
12.1. Handover to BAU
[Description: This section captures details of activities handed over to BAU (list handover
documents signed off)]
Activity Programme I BAU Owner I Handover I Status
Owner Date
Acceptance Noel Beaton I Liz 31/10/10 I Green
Gateway 6 Tuddenham,
Service
Delivery
Support
Known Issues Barry Evans I Antonio 31/10/10 I Green
Log Jamasb, Live
Service &
Business
Continuity,
sD
Quality of Andy Dave Hulbert, I Forecast I Amber
ponice Process Jacques / Sysiems & 01/12/10 Managed in IT
Ro vole Fujitsu Chan ,; until delivery of
‘outer M annels sp working process
anager, by Fujitsu
Horizon Online™ I Jacqui Cave I Dave Hulbert, I 30/01/11 I Draft
Conversion from Systems &
ISDN to ADSL Direct POL/HNG/IMP/004
Channels
Manager, SD
Horizon Online Lobna Service 31/11/10 I Green
(Release ) Mohammed I Delivery, Managed by IT to
Handover IT (BIL) deliver into Service
andover Operational Delivery for AG6
Agreement :
. Baseline
(Including
Archiving)
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Post Will Russell I Bruce Tann, TBC TBC
Implementation Finance
Review (PIR)
12.2. Archiving
The management and storage of HNG Release 1 documents is
covered by the Horizon Online (R1) Documents Handover
Agreement.
In summary,
12.2.1
e
HNG Release 1 Products
Contractually Controlled documents (CCD’s) will be owned and
managed by the POL commercial team. Main contact will be:
Matthew Loughran (Fujitsu Contract Manager)
As of the 1% of November 2010 Liz Tuddenham (Service
Delivery Support), and Matthew Loughran will take ownership of
all CCD’s.
Fujitsu will send CCD for review to the IT Controlled inbox for
review. However once a CCD completes its review cycle and is
approved and base lined, Fujitsu must send the base lined copy
to Matthew Loughran.
Solution Baseline Document Set (SBDS). As of the 1% of
November 2010 Liz Tuddenham and Matthew Loughran will
take ownership of all SBDS's.
Fujitsu will send SBDS’s for review to the IT Controlled inbox for
review. However once a CCD completes its review cycle and is
approved and base lined, Fujitsu must send the base lined copy
to Matthew Loughran and David X Gray (IT Strategy and
Architecture).
Security Documents: These will be owned by Sue Lowther
(Security, Principal Design Authority), Updated versions will be
uploaded onto the BIL or the Horizon Next Generation
Programme database on Lotus Notes
Low Level Designs (LLD) These documents will be kept in the
BIL (Business Information Library) on the Sharepoint site. The
existing versions of LLD’s have been uploaded onto the BIL
under Solutions Design and the Principal Design Authority as
the owner.
High Level Designs (HLD) These documents will be kept in the
BIL (Business Information Library) on the Sharepoint site. The
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existing versions of HLD’s have been uploaded onto the BIL
under Solutions Design and Principal Design Authority as the
owner.
Testing Documents. These documents will be kept in the BIL
(Business Information Library) on the Sharepoint site. Tonvane
Wiswell (Principal Testing Manager) is the owner.
Operational Level Agreements (OLA). These documents
will be kept in the BIL (Business Information Library)
on the Sharepoint site.
Application Interface Specifications (AIS). These documents
will be kept in the BIL (Business Information Library) on the
Sharepoint site and Principal Design Authority as the owner.
Technical Interface Specifications (TIS). These documents will
be kept in the BIL (Business Information Library) on the
Sharepoint site Principal Design Authority as the owner.
POL Produced Documents: Documents describing procedure or
service changes which have already been produced and
handed over to BAU will be archived in the BIL.
List of internal POL documents, archived on the BIL or managed by
Service Delivery:
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Activity
Programme
Owner
BAU Owner
Handover
Date
Status
Horizon Online
Branch Router
Installation
Document
Lorraine
Hall
Kendra
Dickinson,
Relationship
Manager NBSC,
Service Delivery
04/09/09
Delivered
POL/HNG/SPE/007
v1.0
Horizon Online
House Style
for UI Text
Authoring
Julie
Turnock
Reference Data
16/07/09
Delivered
POL/HNG/GUI/001
v1.1
Horizon Online
Day to Day
Style Guide for
UI Text
Julie
Turnock
Reference Data
16/11/09
Delivered
POL/HNG/GUI/002
v1.0
Horizon Online
(HNG) Help,
Operational
and
Karen White
Internal
Communications
30/10/09
Delivered
POL/HNG/REQ/014
v1.0
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Maintenance
Acceptance
Handover
Session Alina Andrew Winn, 08/10/10 I Sign Off and final
Suspend Lingard Relationship version of
Process Manager, P&BA document
Cathy completed 08/10/10
MacDonald,
Fraud &
Conformance
Manager, P&BA
Data Centre Andy Gary Blackburn, I 09/09/10 I Delivered
Business Jacques / Live Service &
Continuity Test I Fujitsu Business
Scripts Continuity, SD
Data Centre Peter Gary Blackburn, I 09/09/10 I Delivered
Technical Stanley Live Service &
Assessment Business
for Resilience Continuity, SD
(incl any
exclusions to
resilience)
Security lan Trundell I Security 009/09/10 I Delivered
Reports (incl.
Patch
Management)
Capacity lan Trundell I Antonio Jamasb, I 15/10/10 I Delivered
Management Live Service & Part of Service
Reporting and Business M t
Process Continuity, SD anagemen
, Review (SMR)
SLA and Andy Mark Weaver, 09/09/10 I Delivered
Service Jacques / Systems & Part of Service
Review Book I Fujitsu Irprwement Management
Manager, SD Review (SMR)
Statement of I Andy Matthew 31/10/10 I Delivered
Obligations Jacques / Loughran,
Fujitsu Contract
Management
Specialist,
Service Delivery
Balancing Andy Kendra 30/09/10 I Delivered
Guidelines for Jacques / Dickinson, Memo views were
Branches Fujitsu Relationship agreed to be sent
Manager NBSC,
each week for 4
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Service Delivery
weeks to insure
branches
contacting NBSC.
were kept to a
minimum.
Branch Alina Kendra 18/10/10 I Delivered
Discrepancy Lingard Dickinson,
Process Relationship Sign off received
Manager NBSC, from P&BA and
Service Delivery NBSC
Andrew Winn,
Relationship
Manager, P&BA
GlobalUser Alina Alan X Simpson, I 18/10/10 I Delivered
Process for Lingard POL IT Security
Romec, BFPO Kendra Sign Off received
and POL users Dickinson by Alan X Simpson
Foanchi d Kendra
Relationship ane
Manager NBSC, Dickinson.
Service Delivery
Router Barry Evans I Matthew 04/11/10 I Delivered
Acceptance Loughran,
Forms Contract
Management
Specialist,
Service Delivery
Defects Noel Beaton I Matthew 31/10/10 I Delivered
Process Loughran,
Contract
Management
Specialist,
Service Delivery
Deferrals Noel Beaton I Matthew 31/10/10 I Delivered
Process Loughran,
Contract
Management
Specialist,
Service Delivery
Acceptance Noel Beaton I Matthew 31/10/10 I Delivered
Incidents Loughran,
Process Contract
Management
Specialist,
Service Delivery
Future Noel Beaton I Business 31/10/10 I Delivered
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Enhancements Solutions
Process Managers
CTX Screens I Ann Antonio Jamasb, Delivered
Cruttenden I Live Service &
Business
Continuity, SD
12.2.2 Collateral for audit purposes
Programme minutes, plans, organisation charts, historical
documentation and miscellaneous Programme artefacts will remain in
storage on the Lotus Notes Database, “Horizon Next Generation
Programme”, for audit purposes. Individuals who currently have
access to the Lotus Notes database will continue to do so going
forward. Therefore there is currently no need to move the content
under Programme and Office Control to another location.
Access will be restricted as some of the information stored in the
database is business sensitive.
13. Post Programme/Post Implementation Review
{Description: Insert Post Programme Review data and plan]
Will Russell and Bruce Tann to Complete, including Costs
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