Defining who the main programme stakeholders are and how the programme establishes and maintains communication flows with them.
1 Stakeholders
Stakeholder Interest Programme Actions University
Executive Board (UEB)
Achievement of corporate objectives.
Ensure changes in corporate objectives or strategy are reflected in the CiCS Programme.
Ensure key programme deliverables and benefits are well understood.
Ensure highly visible and high prestige services are handled sensitively.
Registrar and Secretary
Effective administration, strategic balance
Ensure involved in key decisions and issue management.
Ask to sponsor certain strategic projects.
Keep well informed.
Pro-Vice Chancellors
Achievement of faculty and strategic objectives
Ensure involved in key decisions and issue management.
Ask to sponsor certain strategic projects.
Keep well informed.
Director of Finance
Effective administration, financial probity
Ask to sponsor certain strategic projects.
Keep well informed.
Professional Services
Achievement of departmental objectives Effective IT systems &
support
Have representatives in relevant Project Groups.
Involve in specification, testing and rollout of products and services.
Ensure involved in and supportive of business process analysis and improvement where these are necessary to maximise benefits.
Academic Faculties &
Departments
Support for research and teaching.
Efficient administration Effective IT systems &
support
Have representatives in relevant Project Groups.
Involve in specification, testing and rollout of products and services.
Vigorously publicise proposals, invite input and promote deliverables, as Project Group representatives can only be token.
Staff Good working environment Efficient administration
Ensure support and training in place for new services.
Invite input and promote benefits CiCS
Director of CiCS is Programme Director.
Co-ordinate Operational Plan with Programme Plan.
Provide reports, and administrative support for Programme.
Monthly Programme Board meetings.
Annual Programme upgrade.
CiCS Staff Job satisfaction Career development Job security
Projects’ Lessons Learned Reports address staff development and concerns.
Invite input and promote benefits Students Support for learning and
research.
Have student representatives on Project Groups where appropriate, and/or ensure the Student Union is consulted.
CiCS Programme – Stakeholders: Page 2 of 3 Efficient administration Vigorously promote new services.
Develop comprehensive web deployment of information and administrative functions.
Invite input and promote benefits Applicants Good information.
Efficient administration
Develop comprehensive web deployment of information and administrative functions.
Alumni Networking, nostalgia. Ensure systems in place to provide communication and proactively involve alumni.
Research sponsors
Comprehensive information Efficient administration
Ensure good communication via Research Office
Government
Ensure good communication channels within CiCS and from CiCS to external bodies.
Ensure other professional services departments keep CiCS aware of statutory and other strategic changes.
Also see SLA Stakeholders on the web at www.shef.ac.uk/sla/services/information/cics/stakeholders.php for a map of stakeholders in CiCS services.
2 Communications Strategy
2.1 Communication Channels
University Executive Board: meets regularly. Member of CiCS Executive attends twice yearly.
Admin Team: meets regularly. Has an overview of the Programme and if necessary manages conflicts between Application Groups.
Application Groups: meet as needed but at least quarterly. Include stakeholders for their area.
Commission and receive proposals and reports from relevant projects and areas of work.
Programme Board: meets monthly. Includes CiCS Executive & Programme Manager. Receives report from each project and benefits stream, and Programme documents as appropriate.
Project Boards: meet as needed, perhaps once a month on average. Include project stakeholders.
Initiate, receive, modify and approve key project documents and reports.
Benefits Streams: meet regularly to manage benefits realisation. Include senior stakeholders and report to the Programme Board.
Intra-project communications: Extensive communication of all types within each project group, involving all key stakeholders in each project.
CiCS Strategic Liaison Service: A formal channel of communication and consultation with our faculty and departmental users.
CiCS Technical Liaison Service: A formal channel of communication and consultation with technical support staff across departments.
CiCS Community Liaison Service: A channel of communication and consultation with any users of CiCS services
Website:
CiCS Projects website: Provides descriptions and monthly news for every live project.
Provides information on processes and support for those involved in projects.
CiCS website: Provides documentation and information on software and services and information on CiCS structure, strategy and plans.
University website: Now the central medium for information distribution to the wider public.
CiCS Programme – Stakeholders: Page 3 of 3 University newsletters: Issued at various intervals. Previously issued by e-mail and hard-copy, now largely over the web.
Press, publicity, marketing: Occasionally used to publicise new initiatives.
Informal ‘networking’: Low staff turnover and high goodwill results in highly effective informal communication networks throughout CiCS, and a network of channels across the University.
Direct external communications: Specific directed communication with external bodies, as appropriate.
Project Manager Forums: Provide updates and a forum for discussion among Project Managers.
2.2 Stakeholder Communications
Stakeholder Channels
University Executive Board (UEB)
University Executive Board, Website, Newsletters, Strategic Liaison Service
Registrar and Secretary University Executive Board, Admin Team, Information Division senior management meetings, Intra-project communications, Website, Newsletters, Strategic Liaison Service
Pro-Vice Chancellors University Executive Board, Intra-project communications, Website, Newsletters, Strategic Liaison Service
Director of Finance University Executive Board, Admin Team, Intra-project
communications, Website, Newsletters, Strategic Liaison Service Professional Services Admin Team, Application groups, Project Groups, Intra-project
communications, Liaison Service, Website, Newsletters, Informal networking, Strategic and Technical Liaison Service
Academic Faculties &
Departments
Admin Team, Application groups, Project Groups, Intra-project communications, Liaison Service, Website, Newsletters, Informal networking, Strategic and Technical Liaison Service
Staff Website, Newsletters, Informal networking, Community Liaison Service
CiCS Management Programme Board meetings, Project Groups, Intra-project communications
CiCS Staff Project Groups, Intra-project communications, Website, CiCS Projects news, Informal networking, Just for CiCS Newsletter, Community Liaison Service
Students Website, Newsletters, Press, publicity & marketing, Community Liaison Service
Applicants Website, Press, publicity & marketing, Community Liaison Service Alumni Website, Press, publicity & marketing, Community Liaison Service Research sponsors Website, Press publicity & marketing
Government bodies - HEFCE, SLC, Inland Revenue etc
Website, Direct external communications.
17-Mar-09 CiCS Programme – Risks: Page 1 of 3
CiCS Programme Definition 2009
Risks
Defining the Programme-level risks, ie risks that could significantly affect a number of projects or strategic aims and benefits.
NB This is only for projects - it does not include the many risks affecting CiCS’ non-project activities.
This is a dynamic section of the Programme Definition which is updated throughout the year.