Skip to Navigation
Information and Communications Technology Strategic Plan, 2005-06
Appendix D: Organisation Structure for ICT Projects
This appendix defines the roles, responsibilities and Terms of
Reference, where appropriate, for effective initiation and management
of ICT projects.
The PRAC ICT Sub-Committee, and its Implementation arm, is responsible for taking
strategic and programme related decisions. Through the Director of ICT
it will, champion ICT projects which have been sponsored by units from
across Oxford, seek funding,81and work closely with PRAS to plan and
finance projects. For those projects which are supported financially,
it will identify a Project Sponsor to produce, in collaboration with
the Director of ICT, a high-level business case/project brief and will
appoint, and monitor progress of, an ICT Project Board. The Project
Boards will be accountable for the good governance and risk management
of major82 ICT projects, and will be
overseen by the Director of ICT.
It is essential that the part of Oxford which
sponsors83the ICT project continues to have
responsibility for the project. This is achieved by ensuring suitable
representation on the Project Board, and ensuring that the Project
Board has a direct reporting line to the sponsoring unit.
The Project Board will be chaired by a senior academic and
will have membership as follows:
- Project Sponsor84
- Director of ICT
- Project Assurance Office
- Senior Departmental user representative(s)
- College Representative(s) (where colleges are users of the
- Senior Representative(s) of ICT Service Provider(s)
The Project Board will have the terms of reference as follows:
- exercise financial and management control of the Project on
behalf of PRAC and the Strategy arm of the ICT Sub-Committee;
- report to the sponsoring unit, PRAC and the Strategy arm of the ICT Sub-Committee on project issues and risks as appropriate;
- authorise each phase of the Project Life Cycle until
introduction to service;
- evaluate supplier proposals and authorise the signing of
- maintain the project plan and progress reports;
- monitor project resources and budget;
- assist the Project manager with major risk and problem
management as required;
- maintain the requirements specification;
- approve the membership of the Steering Committee (where
Complex Projects may require a Steering Committee to take on
some of the work required by the Project. Steering Committee members
will be nominated by the Project Sponsor at the start of the Project
and will be approved by the Strategy arm of the ICT Sub-Committee.
Its membership will be made up as follows:-
- Chairman (typically a senior user)
- Senior user representative for each functional area
- Development and implementation representative(s) (from central
- Operation and support representative (from central ICT
The Steering Committee will have terms of reference as follows:-
- assess the project business case and risk register (where
detailed analysis required);
- review the test and implementation strategy (where detailed
- support and assist the Project Team as required;
- report on risk and other issues to the Project Board (in
particular potential time and cost overruns).
The Project Manager is accountable to the Project Board for
the delivery of the Project.
Up: Contents Previous: Appendix C: Role and Responsibilities of the Director of ICT Next: Appendix E: Scenarios for Success
In some cases for a
pilot study first.
Major’ will probably be defined as those
projects with a budget of more than £100k or likely to have a
significant impact across Oxford.
The major user of the system
produced by the project or the part of Oxford which has championed
the ICT development.
This individual will be,
typically, the head of the part of Oxford that will be the major
user of the systems produced by the project.
Maintained by: OUCS Webmaster (email@example.com)
Submitted for consideration by PRAC, March 2007. ICT Strategy Programme Consultation Sub-Group.