DSC Delivery Sub-Committee. 20 Nov 17

Transcription

1 DSC Delivery Sub- 20 Nov 17

2 2 Table of contents Section Title 1 Background 2 Summary of DSC Delivery Sub- 3 Further detail - Key features - Role of the Delivery Sub- - Membership and voting rights of the DSC Project Delivery Sub- - How the sub-committee will work in practice 4 Terms of Reference

3 3 1. Background Project Nexus was delivered on 01 Jun 17 and the PIS period concluded as planned on 31 Aug 17. The eventual successful delivery of Project Nexus was facilitated by a comprehensive delivery governance structure that was set in place by Ofgem. That delivery governance structure has now been stood down however it is recognised by Xoserve, many market participants and also by Ofgem (in their exit report) that the current DSC committee structure is lacking a dedicated delivery function. This document sets out how a new delivery group ( the DSC Delivery Sub- ) will operate for a trial period to support the delivery of UKLink s R2.0, and take on functions currently fulfilled by the DRG and SDG. The remainder of this slide pack provides further detail and is broken down into the following sections: Summary of DSC Delivery Sub- Further detail: Key Features Role of the Delivery Sub- Membership, chairmanship and decision making How the sub-committee will work in practice Terms of Reference

4 4 2. Summary of DSC Delivery The October DSC Change approved the establishment of a Delivery Sub- for a trial period as set out below and on the following slides. Establishment of a Delivery Sub- 1. A new Delivery Sub- focused on managing the industry delivery of R2.0 and assuming the role of the existing SDG and DRG. 2. This committee will be a sub-committee of the DSC Change committee. 3. The trial period will be from now up to 1 month following the go-live of R Prior to the end of the trial the usefulness of the committee will be assessed by the DSC Change and a decision taken on its future (options are continue, stand-down permanently, stand-down with option to stand-up if future deliveries require) Role of the Delivery Sub- 1. The Delivery Sub- will have responsibility for managing the industry wide delivery of R2.0 for which the DSC Change has agreed the scope and costs. This will include making decisions relating to delivery that do not impact scope, timeline or cost with the proviso that any such decision can be appealed to the DSC Change. 2. The functions currently undertaken by the Solution Development Group (SDG) and the Defect Release Group (DRG) will be taken over by the Delivery Sub- allowing the SDG and DRG to close (though it is hoped that attendees of both continue to attend the new sub-committee). Scope of activity 1. Make decisions and recommendations to the DSC Change relating to the industry-wide delivery of R2.0. Where such decisions do not affect scope, timeline and the budget agreed with DSC Change. 2. Make recommendations to the DSC Change on the initial (and changes to) scope, timeline and budget (current role of SDG). 3. Provide oversight of the prioritisation and deployment of defect fixes and changes to UKLink into the live environment (as per the current DRG). 4. Any decisions made will be deemed to be accepted by the DSC Change (de facto decisions) unless a participant raises a challenge at the next DSC Change. If such a challenge is raised then the DSC Change will decide on the next steps. Membership 1. Membership of the committee will be open to all parties 2. For continuity, at least one representative from each of the constituencies identified in UNC GT-D, section 2 should be nominated 3. Any decisions or recommendations within the sub-committee s vires will require unanimity amongst attendees present. 4. If the Delivery Sub-committee cannot reach unanimity then the issue will be escalated to a subsequent DSC Change. Chairmanship 1. Xoserve

5 5 Key features: The new sub-committee the Delivery Sub- will be focused on managing industry aspects of delivery of change to the UKLink systems. The Delivery Sub- will be a sub-committee of the DSC Change. For the period of the trial, the Delivery Sub- will consolidate the activities of the existing Solution Design Group (SDG) and Defect Release Group (DRG) along with taking on responsibility for managing the industry deployment of R2.0. It is hoped that current members of SDG and DRG will continue to attend the Delivery Sub-. The Data Management Group (DMG) will continue as a separate group supporting PAC as its membership has specific data expertise. If the Delivery Sub-Group needs to address data issues as part of R2.0 delivery it will seek to leverage the DMG. The trial period is from now up to 1 calendar month following the deployment of R2.0 into the live environment. Prior to the end of the trial period the usefulness of the Delivery Sub- will be assessed by the DSC Change and a decision taken on its future. The options for the future include (but are not necessarily limited to: continue the Sub-, disband the Sub- permanently or stand-down the Sub- with option to stand-up again when needed). In summary the roles of the three committees (with respect to delivery) will be: 1. DSC Contract: Establish budget (annual basis) 2. DSC Change: Prioritise and agree scope and allocate budget for each release/change. 3. DSC Delivery Sub-: a. Overseeing the industry activities required to deploy R2.0 into the live environment (including, if required, any industry activities such as market trials) b. Making recommendations to the DSC Change on the scope; timing; delivery approach and cost; and priorities of different releases and changes (as per the current SDG). c. Providing oversight of the prioritisation and deployment of defect fixes and changes to UKLink into the live environment (as per the current DRG). Decision making and development of recommendations by the Sub- will require unanimity of attendees. Any decision taken by the Sub- that is within its vries (a de facto decision, see next slide) will be deemed final, unless any participant objects within an agreed time period. In this circumstance the DSC Change will then determine the next steps.

6 6 Role of the Delivery Sub-: Draft terms of reference are included at section 4. This slide provides an overview of the proposed roles and responsibilities of the sub-committee. Summary of role: Key functions: Key responsibilities To oversee the industry activities required to deploy R2.0 into the live environment (including industry activities such as market trials) To make recommendations to the DSC Change on the scope, timing, delivery and priorities of different releases (as per the current SDG). To providing oversight of the prioritisation and deployment of defect fixes and changes to UKLink into the live environment (as per the current DRG). Development of industry delivery approaches and preferred options Development and maintenance of cross industry delivery plans Approval of portions of the detailed technical design that impact participants (e.g interface designs) Management of cross industry activity (e.g. testing and cutover) Provision of cross industry progress reporting Cross industry risk and issue management As directed by the DSC Change, make recommendations on the scope, timing, delivery and priorities of different releases (as per the current SDG). Coordinate industry input into the prioritisation of defects releases and changes during the trial period (as per current DRG). Make decisions and recommendations relating to the industry delivery of R2.0. Decisions will be limited to decisions that do not affect scope, timeline and the budget agreed by the DSC Change. See examples on next page. Make recommendations to the DSC Change on the initial (and any changes to) scope, timeline and budget of future releases. Make decisions and recommendations on the priorities and deployment schedule for defect fixes and changes deployed during the trial.

7 7 Role of the Delivery Sub-: The following table sets out examples of the decisions that will be within and outside the remit of the Delivery Sub-: Examples of decisions within vires: Approach to market trials: e.g. Whether a market trials period is required. If so, how long should it last, where in the programme should it be scheduled, how will it be run, what will be the entry and exit criteria? Planning parallel activities: e.g Can performance testing be run in parallel with data migration, can market trials be run in parallel with transition dress rehearsals? Transition process: e.g. How many dress rehearsals are required, how will the industry be kept informed during dress rehearsals, what will be the structure of dress rehearsals, will industry be involved in the dress rehearsals and if so, how? Go-live e.g. What will be the go-live decision making process, how will overall Xoserve and industry readiness be assessed, what contingency needs to put in place across the programme, what will be the process for managing issues that occur during and immediately following go-live? Technology Solution e.g. Input to Xoserve s decision on whether functionality is best delivered within SAP, AMT Market Flow or some other technology. Examples of decisions outside vires (unless specifically instructed by the DSC Change ): Scope: e.g. Deferral or removal of items from agreed scope, addition of items to agreed scope. Budget: e.g. Changes to the agreed Xoserve delivery budget (unless within an agreed contingency limit). Delivery priorities/timelines e.g. Moving items between releases such that the agreed delivery timeline for an item are no longer met. Extending project timelines e.g. Delaying the project beyond any pre-agreed contingency. Note agreed means agreed by DSC Change and/or DSC Contract as appropriate. Plan recovery e.g. When delivery problems occur (for instance a failure of testing phase), what steps can be taken to recover the overall plan and still allow delivery to timescale, scope and budget?

8 8 Membership, chairmanship and decision making: Membership Membership of the Delivery Sub- will be open to all parties who wish to attend. In order to provide continuity, at a minimum one representative from each of the constituencies identified in UNC GT-D, section 2 should be agreed by each of the constituency groups for the trial period. Chairmanship Xoserve will chair the meeting Decision Making Ultimate decision making with respect to matters considered by the Delivery Sub- will remain with the DSC Change committee. However, if the Delivery Sub- is able to achieve unanimity on a decision that is within its vires then this decision will be taken as a de facto decision unless subsequently appealed by a participant to the DSC Change who will then determine the next steps. This approach allows for rapid decision making on delivery matters, preserves the pre-eminence of the DSC Change and avoids the need for the DSC Change to rubber stamp every decision (i.e. they will only intervene when there is disagreement). Participants will need to raise any decisions they disputed within five business days from issuance of the Delivery Sub- s minutes. If the Delivery Sub- is unable to reach unanimity on a key decision then, as for a decision subsequently appealed, the matter will be referred to the DSC Change. For recommendations to the DSC Change, the Delivery Sub- will again seek to achieve unanimity. In the event that this can not be reached then the alternate viewpoints will be represented to the DSC Change.

9 9 How the sub-committee will work in practice: Meeting and decision review process DSC Change No Consider issue at next meeting Delivery Sub- Formal meeting Ad-hoc meetings and/or calls to resolve disagreement Agreement reached? Yes Delivery Sub- Secretariat (Xoserve) Publish meeting minutes Log disagreement and schedule adhoc meetings and/or calls Publish updated meeting minutes 1 Participants 1 Review minutes and de facto decisions made Agree with decisions? No Notify secretariat of disagreement within 5 business days of minutes being published Yes Stop

10 10 How the sub-committee will work in practice: Make recommendations to the DSC Change on the scope, timing, delivery and priorities of different releases (as per the current SDG). DSC Change Request input from Delivery Sub- Consider outcome and recommendations at next meeting Delivery Sub- Formal meeting to consider request and determine response and recommendations Delivery Sub- Secretariat (Xoserve) Ensure request is on agenda and circulate any relevant materials Document meeting outcome and recommendations Participants Review outcome and recommendations and feed into DSC Change if required

11 11 How the sub-committee will work in practice: Provide oversight of the prioritisation and deployment of defect fixes and changes to UKLink into the live environment (as per the current DRG). Delivery Sub- Meeting to consider defect report, priorities and proposed release schedule Delivery Sub- Secretariat (Xoserve) Circulate materials Publish meeting outcomes Xoserve Provide defect report, 1 priorities and proposed release schedule to Delivery Sub- Update defect report, priorities and release schedule 1 Participants Review defect report, priorities and proposed release schedule

12 12 How the sub-committee will work in practice: Oversee the industry activities required to deploy R2.0 into the live environment (including industry activities such as market trials) DSC Change Instruct Delivery Sub-committee to take delivery responsibility for R2.0 Review and approve industry baseline plan for R2.0 Review progress reports and consider any points escalated. Provide direction to Delivery Sub- as required Review closedown report Delivery Sub- Accept delivery responsibility for R2.0 Develop industry baseline plan for R2.0 Manage 1 and report Take Delivery on delivery required complete? of industry action 1 plan No Prepare and approve closedown report Yes Xoserve Develop Xoserve plan for R2.0 Manage and report on delivery of Xoserve delivery plan Participants Develop participant plan for R2.0 Plan Manage and report on delivery of participant delivery plan Deliver Closedown

13 13 4. Terms of Reference Objectives Overall To provide a single forum for discussion and resolution of technical issues relating to delivery and defect management; and to provide advice to DSC Chnage Management on the scope; timing; delivery approach and cost; and priority of different changes and releases. Defect Management: To be the single gate of control for any changes to the production environment. To provide visibility of all open defects, including functional and data. To allow Subject Matter Experts (SMEs) from both Market Participants and Xoserve to explain the specific detail behind defects raised supporting market wide impact assessment. To communicate when emergency fixes for high priority D1/D2 defects have been deployed. To review D3-D5 defects and on an exception basis make a case to amend the fix priority which may result in revised deployment dates. To agree appropriate defect releases which support solution stability and market operations. Review of sustainability of manual workarounds. Delivery To provide Xoserve guidance on delivery approach. To agree industry-wide delivery plans and approaches. To track industry-wide progress against plans. To identify and manage industry-wide delivery risks and issues. To agree the delivery reporting framework, structure and contents. To establish any further working groups, or organise ad-hoc meetings etc. required to support delivery activities. To provide a clear and concise report on delivery progress, issues and risks to the DSC Change Management. To escalate significant delivery risks and issues to the DSC Change Management. To report matters on which the Sub- has agreed (de facto decisions) to the DSC Change for them to review. Change Prioritisation and Planning As directed by the DSC Change, provide recommendations on on the scope; timing; delivery approach and cost; and priorities of different changes and releases. Provide Xoserve guidance on change requirements and provide input to what is an appropriate solution. Chair: Xoserve Membership: Open to any industry participant Previous members of SDG and DRG encouraged to attend Expectation of continuous attendance of at least 1 member per constituent group Agenda: Defect Management Review latest release status and accept planned fix deployments (data and functional) Defect priority review Manual workarounds review and approvals Delivery Review delivery programme dashboard Review risks and issues Review delivery approach proposals Agree next steps and actions Change Prioritisation and Planning Review as directed by DSC Change Review of actions from prior meetings AOB Logistics: Default, Fortnightly face-to-face and/or Webex Option to meet more regularly if required Minutes provided within 3 business days Inputs Defect Management Defect List and summary report Any challenges to prioritisation for D3-D5 defects. Manual workaround templates for approval. Latest Xoserve Release Overview. Delivery From the DSC Change, the scope, timeline and budget for the delivery programme Delivery progress reports (Xoserve and participants) Risks and issues Delivery approach proposals Change Prioritisation and Planning Direction from DSC Change Change definitions Outputs Defect Management Summary notes and points of agreement Delivery Agreed actions Summary notes and points of agreement Delivery progress, risks and issues report Change Prioritisation and Planning Advice and recommendations on the scope; timing; delivery approach and cost; and priorities of different changes and releases. Recommendations and de facto decision making: Recommendations or advice to the DSC Change must be agreed by unanimity of attendees to be presented as a confirmed recommendation. In the event of no unanimity all views should be presented. The Sub- may make de facto decisions on delivery matters. De facto decisions restricted to delivery matters that do not impact scope, timetable or cost of delivery. Def acto decisions require unanimity of attendees. Any de facto decision can be referred by any participant (regardless of attendance or not) to the DSC Change (any such referrals must be within 5 business days of the publication of meeting minutes). The DSC Change will be made aware of all de facto decisions and has the authority to review and/or change any decision.

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