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SST Strategic Business Plan Final
1
Southern State TAFE – Strategic Business Plan 2016 ‐ 2018
1.0
Strategic Priority An Australian Leader in Customized products and Services
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
1.1 Up front assessment for all
customers
Individual learning plan for all
students undertaking
Foundation Skills
Apprenticeships and
Traineeships
Skills Building
Triage plan developed , finalised
and implemented
Individual learning plan for all
students undertaking
Skills Creation
Skills Deepening
75% successful compliance with
triage plan
Individual learning plan for all
students undertaking
all areas/disciplines
95% successful compliance with
triage plan
1.2 First into growth industries and
emerging occupations
2 new courses in emerging
occupations with signed industry
contract
5 new courses in emerging
occupations with signed industry
contract
5 new courses in emerging
occupations with signed industry
contract
1.3 Continue to build business
sustainability
Revenue growth of 13%
compound from 2014
13% business growth per annum
in total revenue and units of
production:
Foundation Skills
Skills creation
Skills deepening
Skills Building
Apprenticeships/Traineeships
Employment Services
Revenue growth of 10 – 15%
compound from 2015
10% business growth per annum
in total revenue and units of
production:
Foundation Skills
Skills creation
Skills deepening
Skills Building
Apprenticeships/Traineeships
Employment Services
Revenue growth of 10 – 15%
compound from 2016
10% business growth per annum
in total revenue and units of
production:
Foundation Skills
Skills creation
Skills deepening
Skills Building
Apprenticeships/Traineeships
Employment Services
SST Strategic Business Plan Final
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1.0
Strategic Priority An Australian Leader in Customized products and Services
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
1.4 Leading in research and
development and marketing of
new products and services
5 new products developed and
taken to market (including 2 in
emerging occupations – 1.2)
8 new products developed and
taken to market (including 5 in
emerging occupations – 1.2)
10 new products developed and
taken to market (including 5 in
emerging occupations – 1.2)
1.5 Leading in new learner centred
educational methods and
technologies
50 % of learners achieve first
choice in their identified
pathways
30 % of enquiries into
enrolments
60 % increase in repeat business
from enterprise
75 % of learners achieve first
choice in their identified
pathways
40 % of enquiries into
enrolments
70% increase in repeat business
from enterprise
95 % of learners achieve first
choice in their identified
pathways
50 % of enquiries into
enrolments
80% increase in repeat business
from enterprise
1.6 First rate e‐learning capability
10% increase in MLCR in
delivery/assessment not
requiring (campus) classroom
attendance
15% increase in
delivery/assessment not
requiring (campus) classroom
attendance
10% improvement from 2014 in
enrolments exposed to e‐
10% increase in MLCR in
delivery/assessment not
requiring (campus) classroom
attendance
15% increase in
delivery/assessment not
requiring (campus) classroom
attendance
10% improvement from 2015 in
enrolments exposed to e‐
10% increase in MLCR in
delivery/assessment not
requiring (campus) classroom
attendance
25% increase in
delivery/assessment not
requiring (campus) classroom
attendance
10% improvement from 2016 in
enrolments exposed to e‐
SST Strategic Business Plan Final
3
1.0
Strategic Priority An Australian Leader in Customized products and Services
No. Strategic Objective 2016
Key Performance Indicators
2017
Key Performance Indicators
2018
Key Performance Indicators
Leadership
learning
Equal to or better than National
average in National
Benchmarking survey for
teachers, employers and
students
learning
Equal to or better than National
average in National
Benchmarking survey for
teachers, employers and
students
learning
Equal to or better than National
average in National
Benchmarking survey for
teachers, employers and
students
SST Strategic Business Plan Final
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2.0
Strategic Priority First choice for our customers in our target markets
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
2.1 Broad role coupled with a
significant profile in NW State
5% increase in completion
rates from groups identified
with literacy/ numeracy needs
5% increase in completion
rates from groups identified
with literacy/ numeracy needs
Online employability skills
modules completed and
deployed in 30% of courses
5% increase in completion
rates from groups identified
with literacy/ numeracy needs
Online employability skills
modules completed and
deployed in 50% of courses
2.2 Preferred partner to selected
enterprises/clients
Meet business targets identified
in annual departmental
business development plans
Account management system
fully implemented (using client
classifications of platinum, gold,
silver and bronze) and used to
drive achievement of revenue
growth targets
Meet business targets identified
in annual departmental
business development plans
15% increase in revenue from
2015 for platinum and gold
targets
Meet business targets identified
in annual departmental
business development plans
15% increase in revenue from
2016 for platinum and gold
targets
SST Strategic Business Plan Final
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2.0
Strategic Priority First choice for our customers in our target markets
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
2.3 Key indigenous education
provider
20% growth in business in
cultural awareness
20% growth in centre offerings
from 2014 benchmark
25% of ISEP (Indigenous service
education providers) pool
20% growth in business in
cultural awareness
20% growth in centre offerings
from 2014 benchmark
30% of ISEP (Indigenous service
education providers) pool
20% growth in business in
cultural awareness
20% growth in centre offerings
from 2014 benchmark
35% of ISEP (Indigenous service
education providers) pool
2.4 Market share in target markets Achievement of marketing plan Achievement of marketing plan Achievement of marketing plan
2.5 Specialist national and
international role
$9.5million international
revenue with at least 10% profit
$500,000 national revenue
including PPP
International student centre in
CBD opened
$12million international
revenue with at least 10% profit
$1 million national revenue
including PPP
$14.4 million International
revenue with at least 10% profit
1.5 million national revenue
including PPP
SST Strategic Business Plan Final
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2.0
Strategic Priority First choice for our customers in our target markets
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
2.6 Leading in approach to
environmental sustainability
80% compliance with
sustainability plan
90% compliance with
sustainability plan
100% compliance with
sustainability plan
2.7 Committed to access and
diversity
3% increase and growth in
employment and community
outcomes for disadvantaged
learners
5% increase in diversity of staff
profile to reflect client base
5% increase and growth in
employment and community
outcomes for disadvantaged
learners
5% increase in diversity of staff
profile to reflect client base
8% increase and growth in
employment and community
outcomes for disadvantaged
learners
5% increase in diversity of staff
profile to reflect client base
SST Strategic Business Plan Final
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3.0
Strategic Priority Leading Lean (Streamlined) Educational Institution
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
3.1 Customer outcomes focused Minimum 65% customer
service satisfaction analysis
Minimum 75% customer
service satisfaction analysis
Minimum 90% customer
service satisfaction analysis
3.2 Maximise return on contracts
10% profit on all contracts
1.27% cost reduction in all
service delivery (internal and
external) without a loss of
services
10% profit on all contracts
2% cost reduction in all service
delivery (internal and external)
without a loss services
10% profit on all contracts
2% cost reduction in all service
delivery (internal and external)
without a loss services
3.3 Lean (streamlining) embedded
in all business systems
Lean (streamlining) results in
20% identified improvement in
the value stream of business
systems in lean projects
undertaken
Lean (streamlining) results in
20% identified improvement in
the value stream of business
systems in lean projects
undertaken
Lean (streamlining) results in
20% identified improvement in
the value stream of business
systems in lean projects
undertaken
3.4 Develop SST business
performance management
culture
5% tolerance + / ‐ against all
KPI’s
5% tolerance + / ‐ against all
KPI’s
5% tolerance + / ‐ against all
KPI’s
SST Strategic Business Plan Final
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4.0
Strategic Priority A vibrant professional services organisation
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
4.1 First choice through
professional service experience
90% of customer complaints
resolved to the satisfaction of
the customer
85% Module Load completion
rate(MLCR)
92% of customer complaints
resolved to the satisfaction of
the customer
90% MLCR
95% of customer complaints
resolved to the satisfaction of
the customer
92% MLCR
4.2 Self reliance: reinvestment of
profits into staff capital and
equipment
Maintain profit margin at 6.5%
of total revenue (ex capital)
70% reinvested over time (not
necessarily annually)
30% held in reserve ongoing
Maintain profit margin at 6.5%
of total revenue (ex capital)
70% reinvested over time (not
necessarily annually)
30% held in reserve ongoing
Maintain profit margin at 6.5%
of total revenue (ex capital)
70% reinvested over time (not
necessarily annually)
30% held in reserve ongoing
4.3 Project management for
products and services
95% compliance with project
management methodology
principles
95% compliance with project
management methodology
principles
95% compliance with project
management methodology
principles
4.4 Develop effective knowledge 90% of staff use knowledge 95% of staff use knowledge 100% of staff use knowledge
SST Strategic Business Plan Final
9
4.0
Strategic Priority A vibrant professional services organisation
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
management systems management system elements management system elements management system elements
4.5 Contemporary VET
practitioners
80% of staff have RAPID plans
100% of teachers have
completed 30 hours PD
95% of employees identified PD
needs are met
90% of staff have RAPID plans
100% of teachers have
completed 30 hours PD
95% of employees identified PD
needs are met
100% of staff have RAPID plans
100% of teachers have
completed 30 hours PD
95% of employees identified PD
needs are met
4.6 First choice employer Staff survey identify SST
“employer of choice”
benchmark
Measure and report number of
enquiries from candidates who
want to work at SST and reason
why
Reduce voluntary turnover by
5%
95% of recruits remain after
probation period
5% improvement on 2015
employer of choice benchmark
5% increase in number of
prospective employment
enquires from 2015
Reduce voluntary turnover by
10%
98% of recruits remain after
probation period
5% increase in number of
5% improvement on 2016
employer of choice benchmark
5% increase in number of
prospective employment
enquires from 2016
Staff turnover reduces to
industry best practice
standards
98% of recruits remain after
probation period
SST Strategic Business Plan Final
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4.0
Strategic Priority A vibrant professional services organisation
No. Strategic Objective 2016
Key Performance
Indicators
2017
Key Performance
Indicators
2018
Key Performance
Indicators
Leadership
women at senior level 5% increase in number of
women at senior level
4.7 Strengthen our community
involvement locally and
internationally
Achievement of community
engagement plan with 2%
annual increase in funds raised
for designated projects
Achievement of community
engagement plan with 2%
annual increase in funds raised
for designated projects
Achievement of community
engagement plan with 2%
annual increase in funds raised
for designated projects
Assignment
1.
Project Introduction: Define your project, keep it simple and concise( Use appendix if needed)
1.1
Objectives: Must Be SMART (Specific, Measurable, Achievable, Realistic, Time bound)
1.2 Assumptions (if any)
1.3 Constraints (if any)
2.
Project Charter: (Example from Schwalbe)
3.
Scope Management
3.1
Project Scope statement: Specific Characteristics of the project/Product that the project was initiated to produce? Features, Functionality, physical Characteristics. Provide information about the amount of work that will be required.
3.2
Project Requirements: Who will be involved in the project? Who will receive the deliverables or final Product?
Needs of the stakeholders, conditions that need to be met, capabilities required to meet contractual specification
Requirement Traceability Matrix may be used.
3.3 Out of Scope
3.4 Work Break Down structure
3.5 Deliverables
4.
Project Time Management
4.1 Gantt Chart:
4.2 Milestone list
4.3 Project Statistics (critical tasks/path)
4.4 Activity Resource Estimating
4.5 Schedule summary
5.
Project Cost Management
5.1 Resource Cost Overview
5.2 Budget Summary
5.3 Controlling Cost
6.
Quality Management Plan
6.1 Quality Standards
6.2 Quality Management Approach
6.3 Quality Assurance
Project Process
Quality Assurance Standard
Inputs Include:
Project Schedule Management
·
Objective: Verification that Project Schedule Management activities are performed via a documented process.
·
Per the Project Schedule Management Plan:
· Project schedule review meetings occur
· Project schedule review meetings are well attended
· Modifications to the project schedule approved and tracked
· Impact estimations occurring outside of/prior to the schedule modification process
· Roles and responsibilities are well defined
· Action items from review meetings are documented and tracked to completion
· Schedule Management Plan
· Project Schedule Standards
6.4 Quality Control
Project Product
Quality Control Standards
Inputs Include:
Project Schedule Inspection
· Resource allocations do not exceed 100%
· Plan is base lined
· All tasks (excluding summary & milestone) have resources assigned
· All project phases realistically represented
· Project Plan Document
· Project Schedule Standards
7.
Risk Management Plan
7.1 Risk Management Strategies
7.2 Risk Management Tools
7.3 Risk categories
7.4 Risk Probability and Impact
7.5 Risk Mitigation
Risk assessment matrix A risk assessment matrix collates information on risks, probabilities, impacts and mitigating actions. The example below shows some of the risks that might apply to a medium to large-sized local voluntary organisation delivering funded services.
8.
Human Resource Plan
8.1 Roles and Responsibilities
8.2 Project Organizational Chart
8.3 Responsibility Assignment Matrices
R-Responsible for
A-Accountable for
C-Consultation
I-Informed
9.
Stakeholder analysis
9.1 Stakeholder Register
10.
Communication Management Plan
10.1 Communication Matrix
10.2 Communication Methods and Technology
11.
Project Procurement Management
11.1 Build Buy Lease or Outsourcing (if applicable)
11.2 Planning purchases and Acquisitions
11.3 Appropriate documentation (RFP, RFQ, Vendor selection, Contracts)
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Southern State TAFE
Business Intelligence Phase 1
Scope and
Business Requirements
Prepared For: Terence Anderson
Prepared By: Roger Williams
15/220 Collins Street,
Melbourne, Victoria, 3000
T (03) 9654 1234
F (03) 9632 4321
E rwilliams@bpc.com.au
Date: 26 November 2014
Release: 1.00
Copy: 1
CONFIDENTIAL – NOT TO BE DISCLOSED
Release 1.00/1 Page 2 of 13
Acceptance and Release Notice
This is a managed document. All copies of this document preceding this release are obsolete and shall be destroyed. This
document has not been released for use until accepted by the Client and authorised by the Business Performance Consulting
Manager or Project Manager.
Approved: Angus Chang Date:
(Business Performance Consulting Operations Manager)
Accepted: Terence Anderson Date:
(Manager, Information Systems and Services, Southern State TAFE)
Authorised: Robert Newsom Date:
(Business Performance Consulting Managing Director)
Release History
Release
Number
Date Reason for Release
1.00 26 Nov 2014 Release to Southern State TAFE
Distribution
Release
Number
Copy Number Issued To
1.00 1 Terence Anderson
Release 1.00/1 Page 3 of 13
Table of Contents
Introduction ……………………………………………………………………………………………………………………………………….. 4
Purpose ………………………………………………………………………………………………………………………………………… 4
Terminology ……………………………………………………………………………………………………………………………………. 4
Project Background …………………………………………………………………………………………………………………………… 6
Assumptions …………………………………………………………………………………………………………………………………… 6
Project Scope …………………………………………………………………………………………………………………………………….. 7
In Scope (BPC) …………………………………………………………………………………………………………………………….. 7
In Scope (SST) …………………………………………………………………………………………………………………………….. 7
Out of Scope ……………………………………………………………………………………………………………………………….. 7
Constraints …………………………………………………………………………………………………………………………………….. 8
Initial Risks …………………………………………………………………………………………………………………………………….. 8
Business Requirements ………………………………………………………………………………………………………………………….. 9
Requirement Summary ……………………………………………………………………………………………………………………….. 9
Context Diagram …………………………………………………………………………………………………………………………….. 10
System Requirements ………………………………………………………………………………………………………………………….. 11
Related Information …………………………………………………………………………………………………………………………….. 12
System Interfaces ………………………………………………………………………………………………………………………………. 12
Application Software ……………………………………………………………………………………………………………………………. 12
Hardware Requirements ……………………………………………………………………………………………………………………….. 13
Combined SQL Server/PerformancePoint Server ……………………………………………………………………………………….. 13
Disk Partitions ……………………………………………………………………………………………………………………………….. 13
Release 1.00/1 Page 4 of 13
Introduction
Purpose
The purpose of this document is to;
Define the scope and specific high level business systems requirements that will be implemented by this project,
Identify any additional requirements or considerations that must be addressed by this project,
Agree the priority of all identified requirements.
Terminology
Term Meaning
@SST Southern State TAFE’s intranet site. All members of staff have access to the intranet.
A3 Reporting A part of Lean methodology whereby a problem, its analysis, any corrective actions, and an action plan are displayed on a single sheet of large (A3) paper, often with the use of graphics.
AD
Active Directory. A Microsoft technology used to control application and network security. AD
provides the functionality needed to centrally configure and administer system, user, and application
settings. AD simplifies user and computer management, enables single sign-on (SSO) access to
network resources, and helps enhance the privacy and security of stored information and
communications.
AQF Australian Qualification Framework
Balanced Scorecard
A strategic planning and management system used to align business activities to the vision and
strategy of the organisation, improve internal and external communications, and monitor
organisational performance against strategic goals.
BIS Business Intelligence System – a data warehouse used by SST that contains data from Oracle Financials and QLS (finance only). The business owner of BIS is Bill Chow.
BPC Business Performance Consulting
BSC Balanced Scorecard
Chris The payroll and staff records system (a source system for the BI Project)
DR Disaster Recovery
e-Works A Group of Departments that provides e-learning strategic advisory and consultancy services
Fee-for-Service Earnings Earnings from contracting with government organisations or private companies to undertake specific work. It also includes short courses, VETASSESS earnings and Work for the Dole contracts
Foundation Level A Skills-Victoria defined level of course: Foundation level courses assist people to develop the skills they need in literacy, numeracy, language, self management and job-readiness.
Goldmine The CRM System (a source system for the BI Project)
Release 1.00/1 Page 5 of 13
IS&S Information Systems and Services, headed up by Terence Anderson.
Kaplan & Norton
Perspectives
Kaplan and Norton were the original proposers of the Balanced Scorecard framework. There are
four perspectives through which the organisation should be viewed: Learning and Growth, Business
Process, Customer, and Financial
SST Southern State TAFE
KPI Key Performance Indicator: a metric that a company’s managers have identified as an important variable reflecting operational or organisational performance
Lean
A business system for organizing and managing product development, operations, suppliers, and
customer relations. Business and other organisations use lean principles, practices, and tools to
create precise customer value—goods and services with higher quality and fewer defects—with less
human effort, less space, less capital, and less time than the traditional system of mass production.
Lean is used at SST.
LTIFR Lost Time Injury Frequency Rate
MOSS Microsoft Office SharePoint Server: used to facilitate collaboration, provide content management features, and supply access to information that is essential to organisational goals and processes.
PACCT Professional, Administrative, Clerical, Computing and Technical staff. A category of the institute’s employees.
PD Professional Development
PerformancePoint Microsoft Office PerformancePoint Server: allows customers to monitor and analyse their business as well as drive alignment, accountability, and actionable insight across the entire organisation
QLS The Student Management system (a source system for the BI Project). Contains all Student related information such as contact hours, student master data, courses, etc
Scorecard
A collection of key performance indicators (KPIs) and objectives, possibly arranged hierarchically.
Scorecards are used to measure multiple facets of organisation performance. See Balanced
Scorecard
SCH Student Contact Hours
Skills building level
A Skills-Victoria defined level of course: Skills building courses, at Certificate III and IV level are for
people who want to enter a skilled trade or practise an occupation that calls for skills and knowledge
beyond the basic level
Skills creation level A Skills-Victoria defined level of course: Skills creation courses, at Certificate I and II level are for people who wish to undertake basic training in an industry area
Skills deepening level A Skills-Victoria defined level of course: Skills deepening courses are at Diploma and Advanced Diploma level.
SMS The Government’s Student Management System
VETASSESS The Vocational Education and Training and Assessment Services
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Project Background
Southern State TAFE has embarked on the implementation of a Business Intelligence data warehouse to enable the production of a
cross application reporting capability and BI portal. This document outlines the scope of Phase 1 of that data warehouse.
This project is to establish a new data warehouse capability within the SST IT infrastructure, laying the foundation for future reporting
activities. Phase 1 (this project) will encompass the provision of the data warehouse, and the production of the dashboards and
reports that are deemed the most important to implement. The project will be considered to be an advanced proof of concept, as
well as providing an initial BI portal with reporting capability.
This activity will entail the establishment of the required hardware and system software to support BI reporting, extracting data from
the defined source systems, processing the data into the data warehouse, and then delivering the reports in both an online and
printable format.
The project will act as both a pilot, demonstrating the Business Intelligence capability, and lay the ground work for future BI reporting.
Assumptions
The following high level assumptions have been made while defining the scope and the business requirements:
The Project has endorsement and approval from SST management
Business Performance Consulting will be given timely access to any SME’s during the development
All servers (hardware and software) Infrastructure will be made available by SST according to BPC’s specifications
SST has licensing in place for all of the necessary software components that are identified in the solution architecture.
These components are likely to include Microsoft SQL Server, Microsoft Office SharePoint Services, including
PerformancePoint Server
SST staff will work on the project as determined by the Project Manager
The reporting scope is limited, and will be based on a Balanced Scorecard, plus a limited set of reports based on the same
data that has been identified as required in order to report on an defined KPIs
There will be some degree of ‘dirty’ data in source systems, but all data being loaded into the data warehouse will be
validated: dirty data will not be loaded, but will be reported and then fixed by SST as the project progresses. There will not
be an initial ‘all encompassing’ data cleansing exercise done prior to starting the build.
Release 1.00/1 Page 7 of 13
Project Scope
This section gives a high level description of the scope covered by this project. The items that are in scope have been allocated to
either BPC, or to SST.
In Scope (BPC)
The following items will be in the scope of the Business Intelligence Phase 1 project, and will be performed by BPC:
A data warehouse on a Microsoft 2012 SQL Server Platform, including all required multi-dimensional databases
A SharePoint site that will act as the Business Intelligence Portal
A file transfer and data load mechanism in accordance with SST infrastructure standards. The data that will be loaded will
be from the following systems:
o Student Management System (QLS)
o Financial System (Oracle Financials)
o Payroll System (Chris21)
o Various Excel workbooks
Validation of uploaded files based on rules around expected data types for the data being loaded into the DW and a
method of reporting failures
A security model for the data warehouse and the BI portal that works in conjunction with the Active Directory groups that
will be established by SST
Excel workbooks, and possibly some SharePoint screens, to allow manual data entry (where the data required for KPI
reporting may not be automatically accessible from other SST systems)
A Dashboard for displaying the institute’s revised Balanced Scorecard
PerformancePoint screens providing drill down, based on certain aspects of the KPIs (see the KPI Definition document for
more details)
Some reports based on the data in the Data Warehouse (see the Report Definition document for more details)
Multi-dimensional cubes in the data warehouse that users can connect to and query using Excel to derive their own custom
reports
Train the Trainer on the system for selected SST staff
In Scope (SST)
The following items will be in the scope of the Business Intelligence Phase 1 project, and have been allocated to SST:
Definition of Key Performance Indicators for the institute
Definition of a Balanced Scorecard that will include the KPIs
Establishment of infrastructure and installation of the required system software as specified in the Solution Architecture
Definition and creation of the Active Directory groups to control security for the data warehouse and the BI Portal
Definition of the access rights for the Active Directory groups
Setting up the SharePoint site for the BI Portal
Creating a link on the SST intranet to connect to the BI Portal
Branding and look and feel of the BI Portal SharePoint site
A preliminary data cleansing exercise using a data profiling tool to pre-empt any data issues
Development of data extract processes for the source systems in accordance with supplied specifications where direct
access to SQL tables is not possible
Review of errors generated by the ETL process
Training of SST staff once BPC has provided “train the trainer” training
Training documentation.
Out of Scope
The scope of the Business Intelligence Phase 1 project will exclude the following items:
Direct links to any systems other than those listed as being in scope
Creation of data extracts from systems other than those listed as being in scope
Recreation of the monthly financial report
Changes to the financial system (Oracle Financials) due to be implemented in calendar year 2016.
Replacement of the student management system (QLS) due to be implemented in calendar year 2016
Reconciling of uploaded data: although the data will be rejected if it has the wrong data types, there will be no validation for
example of totals against other systems
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A Strategy Map (which uses shapes to show the relationships between the objectives and KPIs, and uses colour to
communicate how each is performing): this is currently out of scope, but could be moved into scope for phase 1 with a
change request
Reporting on individual Salaries
Use of Goldmine as a source of CRM data, although this may be a requirement in a later phase for customer contact
reporting
Use of CISCO Unified Contact Centre Manager as a source of Contact Centre data, although this may be a requirement in
a later phase for customer contact reporting
Storing or reporting on measures that have not been identified as required for this phase
with a change request
Creation of ‘Books of reports’ for information consumers.
Constraints
There are both financial and time contraints on this project.
The project must be completed by 31st December 2016;
Southern State TAFE have approved funding of $189,400 and no contingence.
Initial Risks
Description Impact Likelihood Proximity
Detail requirements are unclear.
Inputs and outputs known, but
details of processing requirement
to be discovered.
Required output deliverables do
not match customer expectations.
Moderate Months
Project is introducing system
software that is new to the SST
infrastructure support staff.
Possible delays in getting work
performed or incorrectly
implemented.
Moderate Week
Data quality being extracted is
unknown. SST may have data
cleansing activities to perform.
Reports being produced do not
reflect the correct information
from source systems
Moderate Weeks
Release 1.00/1 Page 9 of 13
Business Requirements
Requirement Summary
Priorities are allocated as follows:
Must Have (1): subject to there being project resources available, all of these items will be delivered as a part of this phase
of the project
Should Have (2): one or more of these items may be provided as a part of the solution if there is still available project
resources left after the Must Have requirements have been completed. If these items are not delivered as a part of this
phase of the project, they will be carried over to a later phase
Could Have (3): If there are still project resources available after all Must Have and Should Have requirements have been
completed, one or more of these items may be delivered as a part of this phase of the project.
Reqt No. Description Priority Responsibility Status Change Request Id
1 A SQL Server data warehouse comprising staging tables and multi-dimensional cubes
1 SST, BP
C
2 Processes for extracting required data to flat files from SST systems (such as Chris). 1 SST, BPC
3
An ETL process for loading files previously extracted from SST
systems (such as Chris), or files that are maintained directly (using
Excel). The ETL process will include a data validation step
1 BPC
4
An ETL process for loading data directly from SST systems (such as
Oracle Financials, QLS). The ETL process will include a data
validation step
1 BPC
5 A SharePoint screen where a system administrator can control the ETL process 1 BPC
6 A SharePoint site that will act as the Business Intelligence Portal 1 BPC
7 A set of Active Directory groups to be used to control user security 1 SST
8
System security at both function level in the BI portal and at data
level within the data warehouse based on Active Directory groups as
defined by SST
1 SST, BPC
9 Excel workbooks for manual data entry for KPIs where the data may not be easily accessible from other SST systems 1 SST, BPC
10
A Balanced Scorecard containing at least 15 KPIs split between 4
objectives and 4 perspectives. Further detail of the KPIs is provided
in the KPI Definition Detail document
1 BPC
11
PerformancePoint screens providing drill down, based on some of
the KPIs. Further detail of the KPIs is provided in the KPI Definition
Detail document
1 BPC
12
Some simple static reports based on data in the data warehouse.
Further detail of the KPIs is provided in the Report Definition Detail
document
2 BPC
13 KPI Maintenance screens that will allow administrators to adjust targets and thresholds for the KPIs 2 BPC
14 At least one screen containing static charts, based on some of the KPIs 1 BPC
Statuses are as follows:
Proposed – suggested by stakeholders but yet to be approved by the appropriate authority
Approved – approved by the appropriate authority
Implemented – delivered by the phase or stage of the project
Deleted – captured but later removed due to being rejected or amalgamated with other requirements
Release 1.00/1 Page 10 of 13
Context Diagram
Intranet
Local User 1 Local User 2 Local User 3
QLS
Oracle
Chris21
ETL and
Validation
Database Server
SQL Server 2012
PPS
SharePoint
Active Directory Server
System Requirements
Detail Requirement
Performance
The application will be able to support 10 concurrent users reading, adding, deleting and
updating data simultaneously
The hardware will be located in SST’s data centre, and all users will access the application via
SST’s intranet, or connect to the cubes via Excel.
There will be enough storage for 7 years of data with associated history
Usability
All screens must be fully rendered within 30 seconds of a user request
All reports must be fully rendered within 30 seconds of a user request
The user interface will be consistent with Microsoft User Interface Standards to the maximum
possible extent
Navigation wherever possible is to be by keyboard & mouse.
The system will provide an easy-to-use interface for the user to run any function defined as
being available for that user
The system will provide an easy-to-use interface for the user to run any report defined as
being available for that user
All reports must be exportable in Excel format
Service
Standards
The application will be capable of being available during normal business hours of 8am to
6pm
Security
Users will be authenticated using Active Directory groups defined by SST. Only authenticated
users will be allowed to access the application and the data
Users will only be able to access functions and data that have been defined as available for
their group
Audit and
Control
Yet to be determined
Legal or
Corporate
There are no legal or corporate implications for the system
Data
Backups will be conducted by the SST IS&S team on a daily basis.
There are system interfaces to other SST systems, as defined elsewhere in this document.
ETL packages will exist to load the data from files previously extracted from those other
systems.
Architecture
The system will have a flexible design that will accommodate changes to the system in the
future with as small an impact as is practical.
Full details of the proposed system architecture will be provided in the System Architecture
Document
Privacy The application will be designed to meet Australian privacy legislation requirements.
Release 1.00/1 Page 12 of 13
Related Information
The following information should be read in conjunction with this document:
System Interfaces
Several input interfaces exist that provide the data needed to build the relational tables and OLAP cubes.
Maintain Fact
and
Dimensional
Tables
Verify input
and create
staging tables
SQL Staging
tables
Fact and
Dimension Tables
Process
Cube
Targets
Financials Students Salaries
Budgets
SQL Table
Maintenance
C
SSAS OLAP Cubes
Error Reporting
As mentioned elsewhere users will need to be able to navigate to the Portal using the KBT Intranet and MS Internet Explorer.
Application Software
In addition to the operating system (Microsoft Windows Server 2012) the proposed solution will utilise several core software
packages as outlined below.
Microsoft SQL Server 2012. The principal components that will be used are Reporting Services, Analysis Services,
Integration Services and SQL Server.
Microsoft Sharepoint Server 2013
Oracle Oledb 64bit drivers for Windows
Release 1.00/1 Page 13 of 13
Hardware Requirements
The single server combines both MS SQL Server and PerformancePoint Server on one machine. This server will use Raid1+0
Combined SQL Server/PerformancePoint Server
Microsoft Windows Server 2012 64-bit
Microsoft SQL Server 2012 SP1 Standard Edition
2 Dual-Core 64-bit CPUs (x64) or Quad-Core CPU
24 GB RAM
500 GB Disk Space
1GB Network Interface
Disk Partitions
The drive shall be partitioned with the C:\ drive having 30Gb of storage and holding the Application Software. The D:\ drive will have
the remainder of the disk space and be used for the data and logs.
