2.6 Are there workable and tested A fully documented approach with timetables, for • contingency and back-out plans key aspects and events, for example, IT components for roll-out, implementation and decisions about roll-out. and operation? Decision-makers to be be informed and clearly • identified in the documentation. and responsibilities listed; resources allocated • and staff trained. Commissioning/testing documented and showing • they represented the expected scenario(s). Plans for the transition to new ways of working, • where applicable. Plans for handover to facilities management, • where applicable. Training plans and relevant supporting material • exist, if required. 2.7 Have the supplier and all All required plans in the contract have been • internal and external parties agreed. agreed on the implementation All parties, or their representatives, are aware of • plans? These could include: their responsibilities and have agreed to them management of change • migration and data transfer • client and supplier • implementation roll-out • post-implementation review. • 2.8 Have any changes to the The contract documentation shows appropriate • contract been previously authority for all changes since the awarding of the forecast, accurately recorded contract, including rationale for the change. and approved? 2.9 Is a training plan and Training and relevant supporting material • curriculum? exist. 3. Risk Management Areas to probe Evidence expected 3.1 Have the and issues that Confirmation that are resolved—no outstanding • arose in the awarding of the issues. contract award and Any remaining risks are associated only with • implementation phase been commissioning and service delivery - these risks are to properly managed? be fully quantified, and dealt with by applying suitable risk management plans. 3.2 If are unresolved issues, An assessment of all remaining issues and risks, with • what are the risks of responsibility for management of residual risks clearly implementing rather than defined. delaying? An evaluation report on the risk and effect of • cancelling, delaying or proceeding with implementation that considers: the project outcome and wider programme of • change; benefits realisation; • the consequences for supplier, client, business, • stakeholders, etc;.
2.6 Are there workable and tested contingency and back-out plans for roll-out, implementation and operation? • A fully documented approach with timetables, for key aspects and events, for example, IT components and decisions about roll-out. • Decision-makers to be be informed and clearly identified in the documentation. • and responsibilities listed; resources allocated and staff trained. • Commissioning/testing documented and showing they represented the expected scenario(s). • Plans for the transition to new ways of working, where applicable. • Plans for handover to facilities management, where applicable. • Training plans and relevant supporting material exist, if required. 2.7 Have the supplier and all internal and external parties agreed on the implementation plans? These could include: • management of change • migration and data transfer • client and supplier implementation • roll-out • post-implementation review. • All required plans in the contract have been agreed. • All parties, or their representatives, are aware of their responsibilities and have agreed to them 2.8 Have any changes to the contract been previously forecast, accurately recorded and approved? • The contract documentation shows appropriate authority for all changes since the awarding of the contract, including rationale for the change. 2.9 Is a training plan and curriculum? • Training and relevant supporting material exist. 3. Risk Management Areas to probe Evidence expected 3.1 Have the and issues that arose in the awarding of the contract award and implementation phase been properly managed? • Confirmation that are resolved—no outstanding issues. • Any remaining risks are associated only with commissioning and service delivery - these risks are to be fully quantified, and dealt with by applying suitable risk management plans. 3.2 If are unresolved issues, what are the risks of implementing rather than delaying? • An assessment of all remaining issues and risks, with responsibility for management of residual risks clearly defined. • An evaluation report on the risk and effect of cancelling, delaying or proceeding with implementation that considers: • the project outcome and wider programme of change; • benefits realisation; • the consequences for supplier, client, business, stakeholders, etc;.
RMG-105-assurance-reviews-process.docx