Project mandate CI phase 2
KF INTERNAL
Programme for continuous
improvement
Project mandate for Determining Tax - phase 2
Document owner: Programme manager
Written by: Øyvind Roseth and Elin Bekkelund
Revised by: CI Determining Tax Project
Version: 0.6
Date 4 October 2011
Contents
Programme for continuous improvement ... 1
Project mandate for Determining Tax - phase 2 ... 1
1 Background ... 3
1.1 Project information ... 3
2 Goals and purpose ... 5
3 Effects of the project ... 7
3.1 Effect goals ... 7
4 The project's content and main deliveries ... 9
4.1 This is what happens in phase two ... 9
4.2 Session plan and main topics ... 9
4.3 Project limitations... 10
4.4 Delivery plan ... 11
5 Organisation, responsibility and staffing ... 13
5.1 Programme management ... 13
5.2 Project management ... 13
5.3 The regions' roles and responsibilities ... 13
5.4 Brief description of roles ... 14
5.5 Staffing plan for the project ... 17
6 Project implementation... 19
6.1 Form of work ... 19
6.2 Reporting ... 19
Project mandate CI phase 2
KF
1 Background
1.1 Project information
Programme association Continuous Improvement Programme Programme owner/manager Region department/Lucie Aunan
Project manager Øyvind Roseth
Process developer Elin Bekkelund
Project start and finish dates October 2011 - April 2012 The project's total budget ceiling Controlled at programme level
The project's main goals The effective utilisation of total resources in determining tax is an objective and expectation from regional management. The project shall devise measures with a probable overall potential for at least 20% productivity improvement in the parts of the determining tax area that are covered by the project.
The project is a continuation of phase one, ref. the figure shown below.
CI shall contribute to the ability of the Norwegian Tax Administration to adapt to users' expectations and changes in external conditions. This requires that the programme shall, in collaboration with the line, incorporate smart and effective work processes that ensure high productivity, good quality and equal treatment in the day-to-day work of each region and right across the regions.
The programme shall help the regions to create a culture in which managers involve employees, get to grips with challenges and opportunities and implement the necessary measures so that the Tax Administration's processes and their results are continuously improved.
Every project undergoes three phases. The first two phases are approximately five months each, while phase three "lasts for ever". The projects shall enable the line to take over its responsibilities in both the regions and the directorate.
The purpose and content of the three phases in brief. This is a general description for all CI projects. Details of the implementation of phase two of the CI Determining Tax project are given in the other sections of the mandate:
Phase 1 - Streamlining work processes
Phase one is largely project-driven and focuses on a consistent and total review of the work processes to establish clear quality requirements and eliminate waste, i.e. issues relating to result achievement, case processing times and service to the user. The common improvement measures that the project group arrives at shall be tested out in one or two groups in the regions (pilot) to evaluate and provide a reliable estimate of the effect of the measures. However representatives of all regions take part in devising the measures and discussing the evaluation of the test.
Phase 2 –Management of continuous improvement
Phase two is about implementing the common improvement measures that have been found, described and tested in phase one and training managers to pursue continuous improvement as part of day-to-day production. Management development with the focus on management of continuous improvement is implemented for first line managers and their managers in the relevant service area through project sessions. The sessions are used to share experiences across regions and ensure identical introduction of improvement measures. There will also be a strong focus on establishing tools and instruments to control production from day to day. The managers are trained in how to look for potential for improvement every day, involving employees in problem solving and following up closely, so that small improvements are constantly implemented.
Tasks are performed in the line in between sessions. Managers and regions are supported in this work by a process adviser who ha special competence in the necessary methods and tools.
Process improvement
Streamline and
standardise
work processes
Clarify quality requirements
Collaboration between all
regions
Test measures in one
region
Management of
continuous improvement
Initiate
improvement measures in
all regions
Train managers at levels 3
and 4
Sessions right across
regions to improve
equal treatment
Culture of
continuous improvement
Continuous employee
improvement locally
Coordination of
improvements
Exchange of best
practice right across
regions
Project mandate CI phase 2
KF
2 Goals and purpose
The purpose of the project is to streamline and improve the work processes so as to ensure simpler and smarter handling of tasks in determining tax. The measures the project arrives at shall as far as possible cover the entire value chain. This shall lead to unified and correct quality in the process for taxpayers, at the same time as providing higher productivity, reducing case processing times, reducing arrears, improving taxpayers' perceptions, improving the employees' job satisfaction and providing consistent, predictable and correct quality.
The work processes shall be streamlined through improved productivity, reduced case processing time and reduced arrears. In order to achieve this, there must be a focus on:
Right first time - less repeat work caused by lack of documentation early in the case process
Transferring best practice for good working methods from the most productive groups and case processors
Turning focus and effort onto the right matters
Reducing the number of steps/operations (e.g. letter issue) in the case process - removing time thieves and whatever does not create value
Reduce waiting time (the time spent waiting for others to get further in case processing) by better interaction with the interfaces and simplified processes
Possible simplification/adaptation of the rule so as to simplify case processing With regard to quality, the focus will be:
Equal treatment and results for comparable cases/issues within the same region and across the regions
Identifying and documenting what is the right (sufficient/good enough) quality
In phase two, the project will also focus on increasing the competence level of employees and managers in the regions in process development, value chain ideas and continuous
improvement of processes.
As part of this, CI shall contribute to the implementation of the Tax Administration's new manager platform and requirements for managers. In phase two, group and section managers will be introduced to continuous improvement. This includes how in day-to-day operation they can get the employees committed to improving the work processes and create better
workplaces with motivated employees. There will also be a focus on the management of production and resources so as to ensure that production goals are met and employees used optimally in production. There will also be an emphasis on competence building for the purpose of creating the necessary resource flexibility in each group and section.
It will be a goal of phase two and beyond to incorporate continuous improvement into the whole service area, including with regard to service management (service dialogue), technical
management (technical dialogue) and resource management (control dialogue). It is a further goal to get structures in place to ensure that continuous improvement occurs in a coordinated, controlled and targeted manner in each region. This will require that continuous improvement not only lives within the individual group, but also has a focus at section, department and
regional management levels. Good measures from one group must be spread to other groups in the region and to other regions with the aid of service developers and the service forum. In the
same way, problems that cannot be resolved within the individual group must be raised to the right level in the line or in the service forum.
It is a goal that the project shall lead to a higher level of job satisfaction among employees as a result of closer involvement, the opportunity to influence, giving responsibility and a better total understanding of the determining tax area. In the same way, we expect taxpayers to be more satisfied as a result of correct assessment processing, equal treatment in equivalent cases and greater predictability.
CI will be a tool for realising the objective of optimising the utilisation of resources in the regions. The project will help to create potential gains for determining tax through the measures that are introduced and by incorporating CI into day-to-day management and operational work.
Project mandate CI phase 2
KF
3 Effects of the project
During phase 2, the improvement measures from phase 1 shall be introduced in all regions. It is expected that the measures will begin to five effects in phase two, but the effects will become more visible in phase three, i.e. six months after the measures have been
introduced. Some of the measures that were tested in phase one cannot be introduced before phase three. This is because they are linked to tasks in which there is no activity during the phase two period, such as the basis period for assessment.
It is also a central goal that departmental directors, section managers and group
managers shall be enabled to operate continuous improvement in their own regions. This is vital if CI is to succeed in becoming a permanent form of work.
3.1 Effect goals
During phase one, the project has worked on and designed many measures that were tested in phase one or will be tested in phases two and three. These measures support the programme and project effects goals, mainly aimed at the processes (table below). These and the gaols for management (phase two) are given in the table below. The regions themselves shall work on realising these goals through their work on the gains plan in phase two. This work is done in order to make clear what the effect goals mean for the regions, as well as to estimate what improvement effects are expected to be achieved. Preliminary work has been done in phase one on estimating anticipated gains from the measures that have been devised. This will be the starting point for the work on gains plans in phase two.
The work processes shall be streamlined through improved productivity, reduced case processing time and reduced arrears. In order to achieve this, there must be a focus on:
Effect goals Measured by Project goals
Increased productivity
Improvement o work processes is measured by increased productivity - accomplishing the same with fewer resources or producing more with the same resources.
Number of cases per per employee (full time equivalent) on average
Considerably reduced case processing time
Case processing time also includes time spend waiting to get the right information.
Case processing times for each service
Equal treatment of identical cases
Employees find that there are clear quality standards
The agency's ability to fulfil quality standards increases
CI indicator study - score on: • We have established clear quality
requirements for our work processes • In our unit we treat all cases in a
standardised and identical way Spot checks/internal audit
Fewer faults and deviation from agreed quality
There is no standardised way of measuring quality or faults and non-conformance right across the services.
Quality indicators are decided by service. Should reflect
• number of faults
• number of cases that are redone after complaints
Increased involvement of employees
Leads to commitment and more responsibility for the total result
CI indicator study - score on questions: • I feel that I am involved in
improvement work
• I feel that we take a joint and total responsibility for delivering what is expected of us
Increased job satisfaction among employees
Increased job satisfaction among employees is achieved through increased involvement in the
improvement of their own workplace and of results
Employee surveys/ Indicator study. Question: "I am happy in my work"
Increased implementation of improvement measures
Average number of improvement measures carried out per employee per service area
Organisation that learns from each other right across units and regions
Cross-region learning can be measured through the exchange of best practice and the number of meetings to exchange experience
Number of improvement measures conveyed to other groups and regions
Project mandate CI phase 2
KF
4 The project's content and main deliveries
4.1 This is what happens in phase two
Training, support and guidance of group managers, section managers and departmental directors in continuous improvement.
Introduction of whiteboard meetings at group level and extension of management meetings to ensure daily problem solving, follow up of daily production/goal parameters, resource utilisation and improvement measures.
Preparing gains plan for follow up and realisation of the effect of measures and continuous improvement
Focus on the manager's role, management training, employee involvement and competence building
Exchange of experience between regions and planning activities that shall occur in the region between sessions
Follow up of local implementation plans that are prepared between sessions Involvement of process advisers in each region to support the lines
4.2 Session plan and main topics
Phase two will allow for three parallel implementation cycles (waves) because of the large number of managers in the determining tax area. Four two-day sessions are planned for each cycle.
Management meetings and other resource-demanding activities should be kept to an absolute minimum in the phase two period to avoid unnecessary stress on the organisation and ensure focus on the CI Determining Tax project. Other improvement measures must be channelled through the project for implementation so that we avoid having several parallel and
uncoordinated implementations. This is a prerequisite for ensuring success.
Session 1: Introduction to phase two and CI/LEAN, CI management part one, Process and measures from phase one, Process development part one, Familiarisation, Introduction to local planning
Session 2: Goals management parts one and two, Gains plan part one, Communication and
coaching management style, Arenas for continuous improvement, Process development part two, Initiating measures, Local planning
Session 3: Whiteboard training, Gains plan part two, Handling resistance, Problem solving part one, Visualisation, Initiating measures, Local planning
Session 4: Systematic exchange of experience, Gains plan part three, CI management part two, Problem solving part two, Personal development, Evaluation of phase two, The next steps and planning phase three
There will be three two-day sessions in which day one is from 10.00 -18.00 and day to from 08.00 -15.00. Session two is extended to three days, with the extra day being used to review all the measures from phase one. This is at the request of the determining directors so as to avoid local sessions in a busy period before each wave.
Session plan for phase two:
4.3 Project limitations
Most of the measures that have been or will be tested will also be relevant for Foreign and Special Areas (Central Office – Foreign Tax Affairs, central tax offices for large companies, Svalbard taxation, tax deducted at source for pensioners, tax register group 30 etc.). The project has not however handled specific issues for these areas.
The project has not handled the Committee Processing of Complaints process. It is proposed that foreign tax affairs, special areas and committee work are handled in their own CI projects. Even so the managers of these areas shall participate together with other managers in phase two of the CI Determining Tax project.
Since we shall have one session less, we have had to prioritise and decide on topics and tasks that can come out of phase two and instead be performed locally in the regions in phase three.
Oct Nov Dec Feb Mar
11-12 18-19 16-18* 28-30* 5-7* 4-5 9-10 Wave 1 Wave 3 Wave 2 Wave 4 4-5 25-26 22-24* Jan 17-18 24-25 14-15 28-29 6-7 13-14 * Session 2 is extended to three days Wave 1: Personal Wave 2: Personal Wave 3: Personal Wave 4: Company/Foreign
Project mandate CI phase 2
KF
4.4 Delivery plan
The ID column states which technical area the mandate applies to, e.g. FS1 stands for Determining tax delivery 1. The delivery date column also includes B1, B2, B3 and B4, which indicates which wave it applies to: B1= Wave 1, B2 = Wave 2 etc.
ID Delivery name Description Deliv. Date Responsi
bility Assistance (B) and quality assurance (Q) Approval FS1 First management session completed
Training in tools for continuous improvement and arena for the exchange of experience between regions.
Central session plan for phase two followed, regional status reported from the regions in local implementation plans. 26/10-11 (after session 1, B4) Project manager Programme resources Process advisers Programme manager FS2 Second management session completed 7/12-11 (after session 2, B4) Project manager Programme resources Process advisers Programme manager FS3 Improvement measures from phase one initiated
Commenced implementation of mandatory and priority voluntary measures in accordance with regional action plans. (Some measures cannot be initiated before phase three.)
B1 = 16/11-11 B2 = 22/11-11 B3 = 28/11-11 B4 = 5/12-11 (to second session) Group manager/ section manager in each region Service developer and/or the region's representative in phase one Dept. dir. FS4 Measurement parameters established and regional zero point measurements performed
Select measurement parameters for measuring improvements and gains estimates. Measurement categories: productivity, case processing time, quality, arrears, employee job satisfaction and customer satisfaction. Measure zero point.
B1 = 4/1-12 B2 = 9/1-12 B3 = 17/1-12 B4 = 24/1-12 (to third session) Project manager The programme and dept. dir. Region dept. Decided together with gains plan FS5 Measurement parameters established for whiteboards and routines for updates
Initial parameters for operational follow-up of production at grofollow-up level and routine for regularly obtaining figures
B1 = 4/1-12 B2 = 9/1-12 B3 = 17/1-12 B4 = 24/1-12 (to third session) Group manager
The project Section manager/depart mental director FS6 Third management session completed 25/1-12 (after session 3, B4) Project manager Programme resources Process advisers Programme manager FS7 Arenas established for continuous improvement and roles connected with them clarified
Whiteboard meetings, extended management meetings, problem solving meetings
(Whiteboard meetings and extended management meeting should be in place before session three and problem solving meetings for session four.)
B1 = 14/2-12 B2 = 28/2-12 B3 = 6/3-12 B4 = 13/3-12 (to last session) Group manager/ section manager in each region
Process adviser Dept. dir.
FS8 Fourth management session completed 14/3-12 (after last B4 session) Project manager Programme resources Process advisers Programme manager
ID Delivery name Description Deliv. Date Responsi bility Assistance (B) and quality assurance (Q) Approval FS9 Continuous improvement introduced as a form of management and work
Project management is responsible for assisting delivery through:
- support and guidance to the regions from the regional process advisers as needed and on request
- providing competence and exchange of experience at the sessions
- follow-up and exchange of experience between the sessions, primarily through video conferencing 14/3-12 (after last B4 session) Group manager/ section manager in each region Process advisers Project management Programme resources Departmental director
FS10 Gains plans Plan for achievement of gains Establish routines for further
measurement and follow-up. Comment: believe we shall probably need one plan per section.
B1 = 29/2-12 B2 = 14/3-12 B3 = 21/3-12 B4 = 28/3-12 (two weeks after last session) Group manager/ section manager in each region
The project and dept. dir.
Steering group management meeting
FS11 Regional plan for phase three
On the basis of regional status and a self-evaluation against overall CI objectives at the end of the phase, a regional plan is devised for the first six months of phase three
B1 = 29/2-12 B2 = 14/3-12 B3 = 21/3-12 B4 = 28/3-12 (two weeks after last session) Group manager/ section manager Departmental director
FS12 Final report, inc. plan for handover to the line and further work in phase three
In accordance with template 7/4-12 (three weeks after last B4 session) Project manager Group manager/Sectio n managers and programme manager Steering group
Project mandate CI phase 2
KF
5 Organisation, responsibility and staffing
5.1 Programme management
Through the programme organisation, the project has anchorage and decision making authority right up to the management of the Tax Administration.
The steering group consists of Jan Christian Sandberg (chair), Øivind Strømme, Karl Husabø, Svein Rune Greni, Lucie Aunan and Per Morten Ek
5.2 Project management
The project is responsible for ensuring good training and exchange of information between the regions at the sessions, as well as facilitating the execution of the regions' tasks between sessions. The project shall support and guide the regions in continuous improvement, so that they will be enabled to further a culture that is characterised by daily improvements even after the project phase is over.
Project manager
The project manager has overall responsibility for the progress of the project, deliveries and the methodical approach.
Planning the project
Devising session plans and preparing for the sessions
Facilitating the session work in collaboration with the service owner Ensuring progress according to plan
Support and guidance in the introduction of continuous improvement Reporting project status and results to the programme manager
Responsible for methodology in the project and for ensuring that the programme's concept and method is used in project implementation
Process developer
The process developer shall support the project manager in planning and executing the project.
5.3 The regions' roles and responsibilities
The success of the project depends on the line setting aside time, accepting ownership of goals and implementation and actively contributing to realising the project's anticipated effects.
Mandatory participation
• Participation at sessions. The sessions must be a priority. In the case of illness, a substitute attends.
• Perform tasks in advance of sessions in accordance with local implementation plans.
• Introduce continuous improvement and associated measures in accordance with local implementation plans, including
• Start-up and information meetings with employees
• Whiteboard meetings
• Initiating measures
• Identifying and implementing new improvement measures
• Reporting progress to departmental director and the project
• Devising gains plan Follow-up in the line
The improvement work shall be followed up throughout the line in accordance with local implementation plans in phase two and gains plans in phase three.
• Continuous improvement is followed up as a regular item at section manager meetings (department manager meetings where there is no section manager), with service developer and process adviser present. CI should be a weekly topic so as to keep up the pressure on the work.
• Continuous improvement is a regular item at departmental director meetings (monthly)
• Work on continuous improvement is followed up by the regional director at least quarterly
• Continuous improvement is linked to ordinary results follow-up in accordance with gains plan and ambitions
5.4 Brief description of roles
(the information about responsibilities of the various roles described in point 6.3 must be seen in context with the role descriptions described here.)
Departmental director
The departmental director is responsible for setting goals and ambitions for the improvement work within the function area, based on the potential revealed in phase one. The departmental director should also ensure that the work of introducing measures goes as planned. The departmental director must help to clarify what can have reduced priority while the introduction of CI is going on.
Section manager
The section manager is responsible for ensuring that continuous improvement is introduced in his or her section in a way that makes it a permanent form of work. The section manager is responsible for planning how process advisers can help to get group managers properly under way.
The section manager shall establish roles and arenas in relation to continuous improvement, hold extended section manager meetings, devise a gains plan, implement measures from phase one and prepare a local implementation plan, as well as ensuring that new improvement measures are exchanged between groups. In those regions where there is no section manager, the departmental director takes this role.
Project mandate CI phase 2
KF Tasks:
Be a driving force for introducing continuous improvement (method and tools) in the relevant service area
Guide managers in the execution of the region's tasks between project sessions in phase two.
Participate in whiteboard meetings with each manager to help to satisfy implementation and be a discussion partner for the manager after the meeting
Assist with local training and guidance for employees
Participate in extended management meetings throughout phase two
The service owner's role
The service owner, together with the project manager, is responsible for content and implementation so that CI becomes well incorporated in the regions
Tasks:
CI is introduced as a tool in the service forum
Establishing a service forum that handles proposals for change to processes as well as the system
Conveying the measures from phase one to the managers during the phase two sessions
Ensuring the technical quality of the measures
Making consistent priorities in line with the gains plans that have been prepared Being a driving force for implementation of project activities, along with the project
manager
The service developer's role
The service developer, together with the service owner, is responsible for ensuring that CI is well incorporated in the regions
Tasks:
Help in the introduction of CI as a tool in the service forum
Help to establishing a service forum that handles proposals for change to processes as well as the system
Conveying the measures from phase one to the managers during the phase two sessions, together with the service owner
Ensuring the technical quality of the measures
Technical council
In phase two the role of the technical council is not as central as it was in phase one. The technical council is however available to give advice in important issues the project may encounter during phase two.
Extended management meeting/improvement team
The extended management meeting is created before the first session in phase two and consists of the group managers, section manager (departmental director where there is no section manager), service developer and process adviser.
Key tasks for the extended management meeting:
Ensure understanding of and involvement in improvement work in its own region Ensure that measures are implemented and gains are realised
Assist in problem solving and channelling improvement measures to line, technical or service dialogues
Facilitate the exchange of improvement measures across groups Give feedback on status in the region to the project
Assess the need for involvement of employee representatives in connection with measures in its own region
Project mandate CI phase 2
KF
5.5 Staffing plan for the project
The staffing plan includes resources that are part of the project in phase two. Agreed participation in the project is about the percentage of time set aside for project work. The regions themselves must decide on resource usage.
The programme Organisation Participation
in the waves Role
Øyvind Roseth Project manager
Elin Bekkelund Process developer
Gunn Bente Flatebø Process developer (50%)
Persons from concept and method in the CI programme will also support the programme through phase two.
Service developers Organisation Participation
in the waves Role
Marit Henriksen SKDIU All Service owner
Svein Farså Tax North 3 Service developer
Oddvar Morgan Aune Tax Central 1, 2, 4 Service developer Georg Hadland Tax West 1, 2, 4 Service developer
Borgar Kaasa Tax South 3 Service developer
May-Britt Prestøy Tax East 1, 2 Service developer
Lars Vasskog Tax East 4 Service developer (company)
Process advisers Organisation Participation
in the waves Role
Kristin Larsen Paulgaard Tax North 3 Process adviser
Roar Venås Tax North 4 Process coordinator
Siw Inger Monsen Tax North 1 Process adviser
Bjørnar Mogstad Tax Central 2, 4 Process adviser Gunn Helen Stieng Tax Central 1, 2 Process adviser Hilde V. Markussen Tax Central 4 Process coordinator
Roger Kirkefjell Tax Central 2 Process adviser
Toril K. Teveldal Tax Central 1 Process adviser
Aud Tønnessen Tax West 3 Process adviser
Knut Nilsen Tax West 4 Process adviser
Mildrid Fenstad Tax West 2 Process adviser
Process advisers Organisation Participation in the waves Role
Marit Linnstad Grønnæss Tax East 2 Process adviser
Ola Kristoffersen Tax East 1 Process adviser
Tove H. Fredriksen Tax East 2 Process coordinator
Elin Arntzen Tax South 3 Process adviser
Lise Marie Fjeldli Tax South 3 Process adviser
Mona Therese Fivelstad Tax South 3 Process adviser
Morten Tveite Tax South 3 Process adviser
Nina Bekkvik Tax South 3 Process adviser
Project mandate CI phase 2
KF
6 Project implementation
6.1 Form of work
The project is implemented as an interaction of central sessions and operational work in the regions. The project shall follow the programme's methods and framework for implementation and any deviation from the central session plan shall be agreed with programme management. The programme for continuous improvement contributes training activities, an arena for the exchange of experience and support for planning local implementation.
The project shall function as a support for operational work and be a natural part of the operations.
Prioritising of new measures and when they shall be introduced shall mainly be done in the individual region, unless other wise decided by e.g. the department directors or service forum. Local meetings and workshops
Local meetings take place between the central sessions. These are described in the local implementation plan, which is planned during each session.
6.2 Reporting
Following up on progress
Status reports shall be given of the work that occurs in the regions in between sessions. The purpose of the status reports is to ensure follow-up of the tasks that were discussed and agreed for local implementation during the central sessions.
The programme's templates for local implementation status reports are used for this purpose. This is a simple and practical report template that focuses on activities and their
implementation.
Project reporting to the programme
The project manager reports to the programme manager every month. The target group is the programme's steering group and the portfolio committee. The programme's template for status reports shall be used, so that the report can be used in several contexts without modification. There are also status meetings with programme management every two weeks with the focus on progress, deliveries and milestones. Necessary clarifications can be made in these
6.3 Information
The satisfactory dissemination of information is a key tool of continuous improvement, in order to contribute to insight, knowledge and anchorage.
The project's progress, decisions, results, success stories, tips, presentations from sessions, minutes of meetings, photographs of sessions, whiteboard meetings etc. could all be examples of things that can appropriately be shared with others.
The project is responsible for conveying relevant project information to defined target groups. In order to do this in a structured way, it is appropriate for the projects to devise a simple overview of activities that captures what is relevant.
Refer otherwise to the programme's communications plan, which gives further guidelines. The programme expects in particular:
that the projects contribute in formation that can be used on Skattenett and in Skattebladet. that the regions ensure that the trade unions are satisfactorily informed
that information about the project is given in relevant fora and meetings
that both project management and project workers actively use Sharepoint (see below) that the projects ensure that information is given to process advisers
o Process advisers are key to local implementation. The project is responsible for ensuring that process advisers are involved, for example in connection with
consultation on relevant topics and drafts, using them actively between sessions and last, but not least, it is important to inform about central conditions in the project Sharepoint
The programme will make use of Sharepoint and it is expected that the project area is actively used throughout the project period.
All employees of the agency are given reading rights to the programme's Sharepoint pages, but project participants also have writing rights.
It is expected that:
All written information about the project is entered on Sharepoint
Users will always be able to find the latest versions of applicable documents on Sharepoint
Project mandate CI phase 2
KF
Appendiks A:
Amendment summary
Version Date Description of amendment Performed by
0.1 01.08.2011 Took as a basis the template for the project mandate for phase two and the mandate for VAT - mandate begun with updates and detailed
information as well as tentative delivery dates
Elin Bekkelund
0.5 09.09.2011 Updated with project participants and the role of service developer, as well as other minor adjustments.
Elin Bekkelund
0.7 14.10.2011 Updated with input from the determining directors, as well as other minor adjustments.
