Working with us delivering strategic initiatives
The SDU operates a clear process to control what initiatives are delivered; all initiatives managed by the SDU are strategic. Across the University many initiatives are proposed from both Colleges and Directorates on an annual basis, with the identification of the key initiatives anticipated to occur following the Vice Chancellor’s Residential in September. The strategic portfolio of initiatives that are to be delivered is governed by the Strategic Delivery Group (SDG), who determine the prioritisation of initiatives and approve or dismiss accordingly.
In order to identify which University project guidance to follow, please refer to the Develop Initiative Governance process flow.
The following 6 gate process explains the steps from concept to benefits realisation. The purpose of the gateway process is to control the progress of strategic initiatives and to provide natural review points where the portfolio is reconsidered. The external environment is considered as well as progress within initiatives.
Full details of SDU operations are found in the SDU Guidance.
The SDU will carry out an initial assessment of all initiatives in conjunction with the business lead or sponsor to determine the urgency (need), resource requirements and business impact (capacity for change).
Scope of initiatives will generally meet some or all of the following criteria:
- Aligns to one or more objectives with the University's sovereign strategies
- Have a significant impact across the organisation, for example:
- Involves significant costs (includes staff time) >£250k
- Long completion time, usually >12 months
- Impacts on multiple Colleges or Directorates >3
- Is a programme, project or improvement activity
- Is not 'business as usual' service delivery or maintenance activity
Initiatives are expected to be categorised as follows:
- Strategic delivery - supports at least one institutional strategic goal
- Financial contribution - delivers cashable savings or increases earnings
- Performance - improves effectiveness (e.g. addressing an area of underperformance) or increases efficiency (releasing resources such as time or space)
- Risk - mitigates against an institutional risk
- Compliance - ensures compliance with external legislative requirement(s)
If it is determined that the initiative principally meets the assessment criteria then it proceeds to Gate 1 - Strategic Outline Case
If you have an initiative you would like to discuss or wish to clarify details about the process please contact: strategicdeliveryunit@exeter.ac.uk
Using the Business Case Template completion of the first iteration of the 5 case model making the case for change ensuring there is business justification for the investment.
The content of the document will be supplied by the business and may be supported by a member of the SDU prior to submission to the Strategic Delivery Group for review. Details of future meeting dates are listed in the Governance page.
At this review gate the SOC may be approved to proceed to the next step, rejected, or returned for more development work to be completed on the initiative. Rationale for rejection or return will be provided from the SDG.
Approval of a SOC will also result in a copy being submitted to PRG (and CIG for capital initiatives).
Development of the OBC builds upon the approved SOC adding more detail into the same 5 case model. The purpose of the document is to identify the most economically advantageous option to meet the initiative’s objective considering return on investment, non-financial benefits and risk.
The content of the document will be developed in conjunction with a suitable stakeholder group potentially engaging with a range of colleges, services, third parties and with support of specialist skills such as business analysis, architecture and project or programme management coordinated by the SDU. The document will be completed by the business lead or sponsor and supported by a member of the SDU.
At this review gate the OBC may be approved to proceed to the next step, rejected, or returned for more development work to be completed on the initiative. Rationale for rejection or return will be provided from the SDG.
Approval of an OBC will also result in a copy being submitted to PRG (and CIG for capital initiatives) to update on progress.
Development of the FBC builds upon the approved OBC completing all sections in full. The decision is focused upon making the investment decision and therefore procuring the most commercially advantageous solution for the University. At this stage the initiative has a full understanding of the costs, timescales, resources required and benefits to be delivered.
The content of the document will be developed in conjunction with a suitable stakeholder group potentially engaging with a range of colleges, services, third parties and with support of specialist skills such as business analysis, architecture and project or programme management coordinated by the SDU. The document will be completed by the business lead or sponsor and supported by a member of the SDU.
At this review gate the FBC may be approved to proceed to the next step, rejected, or returned for more development work to be completed on the initiative. Rationale for rejection or return will be provided from the SDG.
Approval of a FBC will also result in a copy being submitted to PRG (and CIG for capital initiatives) to obtain full approval to proceed from these groups. For initiatives in excess of £1M approval from Council will also be required.
Approval of an FBC by parties to release funding is the signal to formerly move into initiative delivery.
The period of time between gate 3 and 4 will vary largely depending upon the complexity of the initiative. The initiative will report to the SDG during deliver on progress and against delivery milestones.
Implementation and cut-over to business as usual consists of 2 small gates.
Go/No Go - is when the decision is taken whether or not to move to the new change. The go-live checklist is completed and the initiative governance board approves the gateway. If the decision is not to proceed the governance board will determine the appropriate next steps. Reports to other governance groups including SDG will be consistent with the business case approval gateways.
Handover to business as usual – is when the business operate the change as part of daily operations. SDU support for the initiative ceases at this point and a project close-down report is completed. Reports to all governance groups including SDG will be consistent with the business case approval gateways.
The Benefits realisation gateway has the potential to be repeated a number of times following gate 4. It occurs until such time that full assessment of benefits realisation can be concluded which will depend upon the nature of the initiative. For example, financial benefits may require to be monitored annually for a number of years.
The purpose of the gateway is to determine if monitoring of benefits can cease and to conclude the lessons learned. A post-project evaluation and benefits realisation report will be generated and reported to all governance groups involved with the business case approval gateways.