NSI Full PIR and End Stage Report v1 1 F

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National Single Instance Development
POST IMPLEMENTATION REVIEW &
END OF PROJECT REPORT
MIGRATION OF ALL CONSORTIA
GO LIVE APRIL 2012 TO OCTOBER 2013
Author: Marie Bryson
Creation Date: 16.09.2013
Last Updated:09.12.2013
Document Ref: NSI Full PIR and End Project Report
Version: 1 1F

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Document Control
Change Record
Date Author Version Change Reference
23/09/13 Marie Bryson 1D New document – consolidating PIR of Phase 1, 2
and 3 & providing full end of project
documentation.
25/09/13 Marie Bryson 1 1 D Addition of checked Benefits appendix
25/09/13 Marie Bryson 1 2D Changes made after review by JF
26/09/13 Marie Bryson 1 3D After review by CW
10/10/13 Marie Bryson 1 0 F Change to Governance arrangements for open
tasks as discussed with Project Board
09/12/13 Marie Bryson 1 1F Summary of Lessons Learned and documentation
of acceptance by DA and NSMG of Open tasks.
Reviewer Distribution Lists
Name Position
Robert Mackinnon A
PROJECT BOARD
Simon Belfer Project Sponsor
John Francis Project Assurance
Don Millard Senior Supplier
Robert McKinnon Senior User – Tayside Consortium
David King Senior User – NSS Consortium
Peter Ramsay Senior User – GG&C Consortium
Colin White Technical Lead & Quality Assurance (& A&A
Rep)
Willie Duffy Staff Side Representative
Robert Foubister Staff Side Representative
Crystal Power Audit Assurance
NATIONAL PROJECT TEAM
Syd Smith Procurement Lead
Sharon Lang GGC Technical Lead
Graeme Carmichael GGC
Nick Plumb NSSC Technical Lead
3RD PARTY SUPPLIERS/DEPARTMENTS
Jonathan Willat ABSG – Project Manager
William McIntyre AOA – Project Manager

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Name Position
Neil McKenzie NSS BIG – Project Manager
Gordon Oates National Procurement
Distribution
Version Groups Distributed To
V1D Colin White, John Francis, Don Millard, Jonathan Willatt,
William McIntyre, Sharon Lang, Nick Plumb, Graeme
Carmichael
V1 1D Same as above
V1 2D Same as above
V1 3D Project Board
V1 0F Project Board & Project Team
V1 1F Project Board, Project Team and Website update

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NHS Scotland
National Single Instance Development Project
Contents
1.1 Project Goal..............................................................................................................................................................................................................................................................7
1.2 NSI Definition ..........................................................................................................................................................................................................................................................7
1.3 End Stage Report.....................................................................................................................................................................................................................................................9
2. Key Stages – Deliverables..............................................................................................................................................................................................................................9
2.1. Project Initiation.............................................................................................................................................................................................................................................9
2.2. MTS Specification and Procurement..................................................................................................................................................................................................11
2.3. System Support Structure Planning ..................................................................................................................................................................................................11
2.4. Legacy Service Cleansing.........................................................................................................................................................................................................................13
2.5. Solution Design Review and Impact Assessment......................................................................................................................................................................14
2.6. Prototype Build & Performance Testing..........................................................................................................................................................................................16
2.7. Build of Development Service ...............................................................................................................................................................................................................17
2.8. Standing Data Preparation Review & Load (Test) ....................................................................................................................................................................18
2.9. Develop & Test Open Items Migration Process...........................................................................................................................................................................19
2.10. Key User Training.....................................................................................................................................................................................................................................19
2.11. User Acceptance Testing......................................................................................................................................................................................................................20

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2.12. Live Service Build .....................................................................................................................................................................................................................................21
2.13. Live Data Migration .................................................................................................................................................................................................................................26
2.14. Endowments Service Migration........................................................................................................................................................................................................27
2.15. Legacy Service Migration.....................................................................................................................................................................................................................28
2.16. Post Implementation Review............................................................................................................................................................................................................29
2.17. Project Control & Governance ..........................................................................................................................................................................................................30
3. Lessons Learned ................................................................................................................................................................................................................................................31
4. Risks & Issues.....................................................................................................................................................................................................................................................32
5. Project Assurance & Quality Register...................................................................................................................................................................................................32
6. Benefits Realisation.........................................................................................................................................................................................................................................32
7. New Governance Structure for NSI........................................................................................................................................................................................................32
8. Follow up Actions/Handover......................................................................................................................................................................................................................33
8.1 Undelivered Products ............................................................................................................................................................................................................................................34
8.2 Open Risks & Issues..............................................................................................................................................................................................................................................36
8.3 Open Benefits Realisation Logs............................................................................................................................................................................................................................38
8.4 Open Quality Logs.................................................................................................................................................................................................................................................39
9. End Stage Authorisation ...............................................................................................................................................................................................................................40
10. Appendix A – End Stage Lessons Learned Log............................................................................................................................................................................41
11. Appendix B – End Stage Risks & Issues Register......................................................................................................................................................................41

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12. Appendix C – End Stage Quality Register.......................................................................................................................................................................................42
13. Appendix D – End Stage Benefits Register....................................................................................................................................................................................46
14. Appendix E - List of Acronyms ..............................................................................................................................................................................................................53

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1. Introduction
1.1 Project Goal
The goal of the project was to fully migrate the current instances of eFinancials to a National Single Instance, multi-entity service on eFinancials v4.0. The
service is now live and in use by all 22 Health Boards in Scotland.
1.2 NSI Definition
The agreed definition of a NSI in Configuration 4 (determined for the Single Instance Workshop on 11th
May 2007 and agreed by the Directors of Finance, CLWG
and SSS Programme) is as follows:
The diagram below provides an overview:
In the NSI multi-entity service all 22 Health Boards will be incorporated, sharing a single database and single version of program code. Notably there is one
general ledger within the single instance and a set of sub-ledgers per Health Board. However, the latter does not prevent Boards processing on behalf of others.
Standing datasets will be common to all entities.
This diagram focuses only on the key system configurable elements to describe Config 4.
Other factors to be agreed in the establishment of a NSI are:

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A single technical hosting arrangement is required,
A singly-managed application/system support arrangement is required,
System performance and delivery infrastructure will require to be assured.
Business continuity and disaster recovery will have renewed importance.
Standard reporting will require a common reporting platform – e.g. BOXi and data warehousing
Single business processes will require to be developed and agreed for areas where eFinancials requires a system wide configuration setting
There is a need to continue the development and roll-out of the new technologies. A key challenge will be maintaining this momentum whilst
undertaking the work required for the migration to the NSI.
Endowment services where included in eFinancials may not always follow the strict definition of the NSI, and may instead be “stand alone” services using
the NSI program code and hosting arrangements.

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1.3 End Stage Report
The purpose of this report is to provide a fixed point at which acceptance for the project product is confirmed, and to recognise that objectives set out in the
original Project Initiation Document (PID) have been achieved. The objective of this closing process is to;
Verify user acceptance of the project products
Ensure that the host site is able to support the products when the project is disbanded
Review the performance of the project against its baselines
Assess any benefits that have already been realised, update the forecast of the remaining benefits, and plan for a review of any unrealised benefits
Ensure that provision has been made to address all open issues and risks, with follow-on action recommendations.
Ensure Lessons Learned are recorded and shared
The Sponsor, Senior Supplier and Senior Users have the authority within the Project Board to authorise closure of the Project.
2. Key Stages – Deliverables
The Project is managed using PRINCE2 methodology. PRINCE2 is a process-based approach for project management, providing an easily tailor-able, and scale-
able method for the management of all types of projects. Each process is defined with its key inputs and outputs, together with the specific objectives to be
achieved and activities to be carried out.
The end report deliverables are listed and measured in terms of delivery below, and any follow up actions are summarised in section #8.
2.1. Project Initiation
During this stage the overall project scope, organisation and planning takes place. Project resources are identified, along with control documentation to be used
to manage risks and changes in the project scope.
Key Deliverable Status Comments
Project Initiation Document Delivered The PID was developed and agreed during Phase 1, and thereafter became a live
document throughout the life of the project.
Initial Project Plan Delivered Each phase of the project had a detailed project plan, supported by local plans.

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Resources identified and provided for Delivered Work-packages were used to assign tasks to resources and monitor progress, to allow
resource issues to be resolved.
Reporting & Communication Methodology agreed Delivered The reporting and communication was agreed at the outset, and the approach agreed
used throughout the lifecycle of the project. However there are lessons to learn in this
area.
Project Teams in place Delivered Each Board was asked to create a local project team. This was more difficult for smaller
Boards. Work-stream models where also used.
Key Lessons From Stage Lesson Description Recommendation
Formal Project Management Approach - There
was a formal process for starting up the project at
its outset. Prince 2 was the project methodology
chosen, these processes were then used to ensure
that the appropriate authorisation to start the
project was found, lessons from previous and
applicable projects were captured and used and
governance levels and roles were defined at an
early point.
Having an agreement to use a formal project
methodology through the life span of the project
ensured a consistent approach.
Continue to ensure that projects of this type follow
formal guidelines on set up to ensure appropriate buy
in from stakeholders.
Management of Scope – There was no scope
creep through-out the Project.
A robust process was in place to create and
continuously review the PID to ensure product
delivery in each stage and manage the scope.
The Project Board and Local Project Teams should
ensure enough time is set aside at the outset to
create the PID and have it reviewed by all
Stakeholders. This helps to define scope accurately
from the outset.
Lessons Learned – There was a proactive
process of using past lessons to plan and
communicate during each stage.
Lessons Learned from previous projects, where the
subject matter is relevant, are very useful in
planning project activities and approach and if used
effectively can help to avoid project delay.
Where the previous Lessons Learned come from
within the same function ie in our case Finance &
Procurement, it is also a valuable motivational
factor for stakeholders to find that their previous
experiences are being reflected and used in the
planning process.
Ensure all projects include capture of lessons learned
and recommendations and that these are made
available to other projects which are similar.
Project Kick Off - There was a formal project kick
off meeting organised, with invites sent to each of
A kick off meeting is an essential starting point for
any project to allow sharing of plans, lessons
Continue to ensure the start of a project has a formal
kick off meeting, and where possible allow time for

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the local project teams which provided a walk
through of the project plan, discussions on lessons
learned from previous stages and encouraged
relationships between teams to be discussed and
formed.
learned and formation of teams early on. It ensures
stakeholder buy in from the outset.
team relationships to form before major activities
begin.
2.2. MTS Specification and Procurement
This stage involved the creation of a Managed Technical Service Specification. The NSS Procurement Contracts & Vendor Management Team were involved in
this process, and ensured that the Specification created met their Framework standards ,ready for the tendering process to begin.
Full agreement by NSS PCVMT of format for
sending out to tender, and adhesion to agreed
Framework.
Delivered There was a delay of a couple of months on this overall activity, which caused the plan
to be revised. However successful delivery was achieved to allow Tayside Consortium to
go live to plan. See Lessons Learned.
Full agreement by all Consortium Leads of the
content of the MTS Specification
Delivered No issues arose from the agreement of the MTS specification, with the full engagement
of all consortia.
Full agreement by all Stakeholders to mechanism
and timescales for review of Supplier submissions
to tender
Delivered No issues arose from the agreement of the process for comparing suppliers’ tenders.
Full agreement by all Stakeholders to MTS
provider, selected through agreed review
mechanism.
Delivered Due to the unusual circumstances encountered in this exercise, it was felt necessary to
seek approval for the recommendation of the evaluation committee from the Cabinet
Secretary for Health, prior to award of contract.
2.3. System Support Structure Planning
This stage will involve the planning aspect of the process, by which the NSI Systems Support Team were put in place.

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Full agreement by the NSI Project Board, to the
planned timescales and process by which a
separate group will be established, to take
forward this activity.
Delivered There were no issues with the agreement by the Project Board, to either the timescales
or process, for establishment of the system support structure group.
Sub-group to design and progress the new
staffing structure for the steady-state NSI
Delivered The National Finance Systems Management Group was formed to oversee the agreed
matrix management interim approach and this was successfully delivered. In parallel
with this the Host Board process was carried out and delivered to plan
System Support Team in place to support steady
state
Delivered late
but with no
operational
impact
As per the comment above, a matrix management solution was put in place from April
2012 to August 2013 against an original handover date of end June 2013. A
permanent structure is now in place, with staff having been seconded to the host board
on 02/09/13. Formal ‘TUPE’ transfer will take place in February 2014 (see Lessons
Learned on this process)
Follow up Actions:
Gaps in the structure after the handover to be filled by the Host Board – Governance
NFSMG
Staff communication
• Staff meetings were well received; promoting
openness between staff, staff side, HR&OD and
operational management and thereby alleviating
anxiety.
• Issue follow up – quick and open responses
were published as soon as possible after
questions were raised, limiting anxiety for
stakeholders.
• Flow charts helped to stakeholders to visualise a
complicated process
• Use of website for sharing materials,
documentation etc. Easy access for all
stakeholders.
• Newsletters were well received.
Regular/frequent staff meetings with
managers and staff side would have
alleviated unnecessary staff anxieties.
Communications from management meetings
and discussions should be better co-
ordinated. Staff would feel that they were all
being treated equally i.e. that none were
unfairly privy to confidential information.
More frequent written communication (in
graphical format where appropriate) would
also have assisted in reducing staff stresses
and would have prevented the spread of
rumours.
In future, a formal communication plan to be developed for
such an exercise and adhered to. As part of that plan,
regular and frequent staff meetings are required to ensure
that staff feel comfortable with the process and to openly
demonstrate that they are all being dealt with
equally/consistently. Also written materials should be
issued to staff regularly and frequently throughout to keep
staff fully informed of proceedings and to stifle rumours.
Materials should be easy to understand and assimilate –
graphical, visual presentation of information is best
received. Communications should be made via websites
wherever possible ensuring that all staff have access to
information at the same time.
Project managers should consider using experienced
communications professionals.

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HR input
• Once input was secured, HR colleagues were
very positive, fully supportive and actively
engaged in the process.
• Staff felt comforted by the participation of local
HR colleagues.
• The HR SubGroup became a highly effective and
hard working unit navigating the optimal path
through all the challenges of this unique exercise.
Our experience on this project highlights the
need for early involvement of HR staff for it
had an immediate positive impact when it
came. Considerable effort was wasted trying
to secure HR input but it was difficult to
shake off a parochial attitude from Boards’
HR Managers.
Staff anxiety would have been reduced if the
all HR support had been equally engaged in
the process.
The Directors of HR Group to be asked to come up with an
agreed protocol for providing HR input to future national
shared services exercises possibly using some of the
expertise gained during our exercise.
Staff will suffer if HR support is not ‘engaging’ in the
process, managers should seek to address such issues as
soon as they become apparent.
Job matching expertise
• The matchers were equally sourced from staff
and management sides, ensuring that all issues
were able to be resolved in session and without
delay.
It is useful to have matchers from both staff
and management sides and also from as
many of the Boards participating in the
exercise.
It is also useful to have more matchers
available than is required for a matching
session so that a quorum can be readily
obtained.
Managers should confirm that the matchers
offered are able to commit to the exercise
and that they can be released from their
normal duties when required.
A suitably flexible pool of matchers from both management
and staff sides should be sought, ideally with experience of
the type of service involved. Where the exercise is dealing
with staff from a number of Boards, as many as these as
possible should provide matchers. Organisations offering
matchers should ensure that they are suitably willing to
participate and that they can be released from normal
duties when required, within reason.
It would have been helpful to have at least
one matcher with experience of the type of
jobs/service involved. Also it would have
helped if matchers had been provided with a
‘matching pack’/briefing session in advance
helping them to prepare for the day – with
formal documentation, checklists, preparation
materials etc.
Future exercises should prepare formal documentation for
recording decisions and matching outcomes and for
controlling activities on the day. Such packs and any other
materials that would allow matchers to be best prepared for
a matching session should be made available.
Future exercises to ensure that have at least one matcher
with experience of the type of jobs/service in question.
Partnership engagement
• There was full partnership engagement
throughout the exercise, although some meetings
were conducted without attendees from staff side.
Continuity of engagement was assured by good
written communication.
2.4. Legacy Service Cleansing

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During this stage the data migration requirements were reviewed. Data needed to be thoroughly cleansed at an early stage, to allow full review before being
migrated to the new system. Each Board was responsible for undertaking legacy service data cleansing, with guidance and support provided by the NSI Project
Team as required.
Standing Data cleansing in existing system
carried out
Delivered As planned, any issues uncovered during testing were picked up for live
Transactional Data “purge” in existing system
carried out prior to Open Items Migration Test
Delivered As planned, any issues uncovered during testing were picked up for live
Legacy Cleansing -, the exercise to cleanse data
was very successful and ensured that the open
items migration was able to run smoothly.
Lessons Learned from previous migrations were
shared during planning stages.
Cleansing of data for migration is a complex
area with many inter dependencies. The
cleansing has to be done in a particular order
and with the inter dependencies fully
understood to ensure a successful outcome.
Sharing of previous lessons on how to
approach data cleansing and understanding
on the impact of not carrying out this activity
ensured a successful outcome, along with a
system team led approach.
Data cleansing should start as early as possible.
This should always be fully controlled by a worksteam wide
resource such as System Support, and importantly not left
for workstreams to complete without collaboration with
each other.
2.5. Solution Design Review and Impact Assessment
This initial stage in Phase 1 created both high and low level designs for the system. This was done through a series of workshops, involving Consortia/Board
specialists, to ensure that standardisation was achieved wherever practical and achievable, within the constraints of the project. All Solution Design documents
were approved by Key Stakeholders, in accordance with the agreed project plan.
For Phase 2 and 3 this phase involved providing users with the opportunity to review this, and discuss possible business practice implications.
For interfaces and Version 1, there was also a requirement to make local decisions in support of the National Solution Designs.
Full review of Version 1 designs to ensure Delivered One standard definition for each output was agreed and fully documented. However

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business requirements are met there were issues throughout with adherence to Solution Design. See Lessons Learned.
Full agreement by all Stakeholders of the
protocols for loading all standing data,
outstanding items and historical data.
Delivered with
Issues
Full agreement was reached to the approach however there were issues with quality
arising from duplicate shared codes being created, which in Phase 3 had to be accepted
reluctantly by the Boards and an agreement reached to tidy up after go live.
Follow up action: Focus Groups have agreed to take on the work to clear up any
duplicates in the system. Governance APFG/O2CFG.
Interface requirements specified and developed Part Delivered A solution design workshop was held in August 2012, to identify the full list of
interfaces used by all 22 Health Boards. These interfaces where then split into
categories, and an approach to the solution design agreed, as shown below ;
1. National Interface- where all Boards used the same source file a National
Interface would be developed/current adopted ie Pecos, SSPS and Pharmacy.
2. Local Interface – would be transferred across as per the current local solution.
There were issues with the sign off of the National Interfaces for SSPS and Pharmacy.
The SSPS interface had a number of areas which were difficult to resource for
completion. This was therefore taken out of scope for full migration. The sign
off of the full SD was done for Phase 3.
The Pharmacy interface was unable to be signed off as we discovered there was
no current national solution due to issues with source system versions etc, and
current local interfaces had to be put in place as a short term measure.
Follow Up Action:
Develop a national solution for Pharmacy – Governance S2S
BOXi migration approach and timescales
communicated
Delivered After the initial decision reflected in the PID that Boards would migrate on a like for like
basis, and therefore bring into the NSI there own Universes and Reports, this was
delivered successfully.
Source Systems reviewed and requirement for
standing data changes communicated
Delivered All source systems interfaces were fully considered and able to interact with the NSI.
See Lessons learned in Phase 1 in particular.
Solution Design Review - A workshop was held
for each workstream to discuss the new Solution
Designs and any anticipated impact on local
A review of earlier agreed Solution Designs
was very helpful in teasing out potential issues
and concerns and enabled the Project Team to
Opportunities to communicate with key stakeholders face
to face should always be sought and built into the project
plan as touch points. This helps build a team approach

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business processes.
During this process any risks were highlighted
and mitigation discussed and later built into the
Project Risk Register and Plan.
This process also uncovered areas where the
system setup was not as per the National Solution
Designs and therefore changes were able to be
built into the plan before UAT commenced.
built the management of these into the plan.
It also allowed the Project Team to manage
user expectations and also encouraged direct
feedback which at other points was lacking.
across Health Boards and National Teams.
In hindsight more of these meetings should have been
arranged to allow direct feedback and discussion of issues
and approach.
Where knowledge on a particular area is
specialist, it needs to be seen by all teams as a
priority to clarify requirements and test
assumptions.
Identify up front areas of specialist knowledge and ensure
these are fully documented in advance to allow review
and discussion.
2.6. Prototype Build & Performance Testing
A multi-entity Service was modeled to suit the specific requirements of NHS Boards.
The prototype build was similar to the test system build. It was hosted by ABSG and built to mirror the Test Build. The data contained within this build to allow
testing, was sample data. ABSG then carried out internal stress and Quality Assurance testing, before formally signing it off as fit for purpose, and handing over
to NHSS. NHSS then conducted their own QA testing, ahead of UAT testing by Tayside Consortium, as the first phase of the migration.
Build of prototype system on ABSG Server, by
ABSG.
Delivered Delivered to plan
Performance and Volume testing of business
processes, carried out by ABSG.
Delivered Assurances given by ABS that previous volume testing would be able to be used.
Quality Assurance testing of v4.03 and Business
Objects universe solution by ABSG, as agreed
with NHSS.
Delivered QA was initially carried out ABS, followed local testing by NHSS System Team
representatives. Full QA testing was carried out, with no critical issues still outstanding
when Tayside Consortium started their UAT. This testing did not include the peripheral
products eg Version 1, DbCapture or BOXi as agreed by the Project Board. See Lessons
Learned.
V4.03 and Business Objects universe solution of
eFinancials, signed off by ABSG as having
successfully passed all tests, and being fit for
purpose
Delivered As above – signed off as successful by ABS (did not include peripheral products or
Business Objects as agreed by the Project Board).
NHSS System Support Pool carry out Quality
Assurance testing of key functionality, using
sample data.
Delivered As above – signed off by NHSS

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NHSS System Support Pool sign off QA of v4.03
ahead of UAT by Tayside Consortium.
Delivered Delivered ahead of UAT phase, with no critical issues identified as outstanding.
QA Process - A robust process was put in place
to QA the new v4 of eFinancials by experienced
System Admin users and ABS Development
Resources
This ensured that before the key users were given
access that the new version had no major issues
that would have undermined confidence in the
product and therefore the project.
The level of planning and contribution of
resources from both NHSS and ABS that went
into this was significant at an early stage in
the process and encouraged relationships
between the project team, system team staff
and ABS to develop and build trust.
This also gave the system team members a
chance to test the new national solution
design in advance of any Board users getting
access for testing.
Wherever possible any new developments of this size and
complexity should be QA tested by experienced systems
staff in advance of the UAT to allow familiarisation and
issue resolution of any major issues.
Stock QA Process - SNBTS service and NDC. are
critical users of the Stock functionality however
they missed the opportunity to fully volume &
functionality test the stock system. Issues were
not picked up either during the limited
opportunity for UAT which resulted in issues only
being identified on going live.
We were changing important settings in the
system that affected only the business
processes of NDC and SNBTS; this should
have been fully tested well in advance by
those who would be majorly impacted by
this.
Ensure the need for full engagement of any areas where
business process is likely to be different than the majority
is fully understood and backed by Senior Management.
2.7. Build of Development Service
A test/development system was developed ahead of the live service build. This system was built to mirror the model of what the live system should look like,
and have all technical elements available for testing, as per the agreed technical scope of the Project.
New Test & Development Service built on new
permanent environment.
Delivered Delivered as part of Phase 1 & 2. Local elements then added as part of Phase 3.
Board Access to Development Service Enabled. Delivered All Boards were able to access the Development service in order to carry out UAT.

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UAT Service Build - National Payroll Interface -
the new national interface took far longer than
planned to have signed off .
The impact was that it was agreed to be out of
scope and Boards could opt to test and go live
with it if available in time but the “old” interfaces
would be made available too.
This was a new development that had not
even been built when the project started. The
work and resource required to get it live was
underestimated and resulted in it being taken
out of scope initially. New developments
alongside large migration projects are difficult
to resource.
Large migration projects require the Project
Manager to be fully sighted on controlling the
project, project management resource should
not be assigned to delivery level tasks as
these are then likely to fail.
New and complex developments should not be part of the
main migration project unless discreet specialist resources
can be found to take it forward in parallel. These resources
should not come from the main project teams.
2.8. Standing Data Preparation Review & Load (Test)
Real standing data was to be loaded to the new test/development service, to allow full user acceptance testing of the system. Each board was responsible for
providing standard data, in accordance with pre-defined data load formats.
Boards to provide quality checked standing data
for upload.
Delivered See Lessons Learned – this process provided a trial run for go live and allowed Boards
to test out the migration process and learn lessons before they went live.
All data required for UAT was loaded to allow UAT to commence. Vital lessons were
learned on data dependencies to allow go live to proceed with minimal data issues in
Phase 2 and 3.
Boards to provide data in accordance with pre-
defined data load formats.
Delivered
Boards to ensure that data adheres to National
Solution Designs.
Delivered
Boards to provide full set of data, to mirror that
required on Live to allow full UAT.
Delivered
Boards to validate data on test system, and
ensure lessons are learned for loading to live.
Delivered
Standing Data Upload to Test - Despite the
challenges surrounding this activity, all data was
ready for UAT to start and the exercise was very
useful as a dry run to the forthcoming live data
It is essential for a large migration project to
have a dry run of each of the processes
required for live and to use this as a lessons
learned process.
All future migration projects should ensure dry runs and
sharing of lessons learned where activities are then
required in a live environment in a short space of time.

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preparation and load task. This provided the
lessons learned which made the live activity
successful.
2.9. Develop & Test Open Items Migration Process
During this stage the data migration requirements are reviewed. Data was thoroughly cleansed at an early stage to allow full review, before being migrated to
the new system. Mapping rules for old data formats to new data formats were also established.
Data extract records, fields and format defined. Delivered See Lessons Learned - Early planning of this activity defined the fields required in order
to develop scripts. These scripts were a new development for NHSS, and caused issues
throughout the migration and for Phase 2 caused a month’s delay to go live. However
all data was able to be migrated using a mixture of scripts, and manual processes.
Mapping tables provided of old code formats to
new formats.
Delivered
Migration scripts tested. Delivered
Data Migration using scripts and mapping tables. Delivered
Open Items Migration Test - Approach – for
Phases 2 & 3 all scripts were successfully tested
for each Board before being used in a live
environment.
required for live and to use this as a lessons
learned process.
2.10. Key User Training
A training assessment was undertaken to determine the differences in functionality between v3.4 and v4.03 of eFinancials, and any new applications not
currently in use. Key users were to be trained on any new business processes utilising this system functionality.
Key users involved in the project trained on the
system functionality and new business processes.
Delivered As part of the QA exercise the System Support resources were asked to assess v4 for
any training requirements. A crib sheet was provided of changes, however it was
agreed that no training sessions would be required.

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2.11. User Acceptance Testing
This stage is where end users confirmed that the re-designed business processes worked with the solution designs as expected. The UAT was carried out on a
test environment, which was made available for NHS Boards use.
Test scripts formed and available to allow end
users to undertake required system functionality
testing (using documentation previously used by
A&A and NSS during recent migrations to Config
4, reviewed and amended as necessary)
Delivered Testers were provided with Test Scripts that had been created for the original moves to
Config 4. Some of these scripts were outdated, however it was agreed that these were
only for guidance, and users should be testing all current business processes, and a
number of different scenarios.
User Acceptance testing completed to confirm or
otherwise that system functionality meets each
of the low-level re-designed business processes
Delivered The Project Team held UAT workshops prior to UAT, to pass on Lessons Learned, and
encourage full testing of all current Business Processes by each Board and workstream.
UAT was completed to plan by the majority of Boards. Those Boards not completing
were made aware of the risks to a successful go live and the Project Board made aware
of these risks.
A UAT issues list is recorded and issues
progressed/resolved, with only minor issues
outstanding at go live.
Delivered A formal approach was taken to the collation of UAT issues, issue resolution and
retesting. Any remaining issues were then agreed to be non go live critical. However a
few were business critical, with a short timescale after go live to have them resolved.
Risks were fully managed by the Project Board and local Project Teams.
UAT Planning, Approach & Engagement – The
UAT stages involved creating plans where
dependancies were fully understood and activities
fully resourced.
All functionality bar the ones listed below were
available for testing as planned..
. National Payroll Interface (contingency in place
for UAT)
. FPM (contingency in place for go live)
. eInvoicing (not able to be tested but agreed not
The process to create detailed plans for each
stage as the proximity of the stage
approachedwas good methodology. It allowed
the Solution Design stage to highlight any
gaps, and for these to be built into the plan.
Areas taken out of scope due to resources
etc, were decided on early in the plan, which
allowed contingencies to be developed to the
same timescales.
The process followed was successful and should be used in
future migrations.
A formal and fully co-ordinated approach to Openness and transparacy on issues encountered

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go live critical)
. DbCapture for GGC
. Grampian BOXi
UAT is necessary to ensure all areas are
covered and that all teams are in agreement
on how issues will be taken forward.
throughout the Project allow stakeholders and teams to
build trust and to gauge and agree impact in terms of go
live.
The plan had a review of data dependencies
with regard to each interface at a very early
stage. However in some cases having this
data available was not tied in locally as a
predecessor of the UAT. This inevitably
caused delays.
Interfaces are often an area which are left to last. For
business critical interfaces however UAT should be carried
out at the earliest opportunity to allow more time for
resolution and testing before going live.
2.12. Live Service Build
This stage is where the live service was built or in the case of Phase 2 and 3 migrations was added to. All technical elements required for each migration were
promoted from test, and data was added ready for go live.
All Boards able to prove connection to live service
in advance of go live.
Delivered All Boards were asked to test connection to NSI Live weeks before go live to ensure no
firewall issues on go live.
Version 1 Definitions copied across to live in
advance of go live.
Delivered with
Issues
See Lessons Learned – all outputs were copied across from test to live. However there
were issues with this throughout, which added pressure to the already busy teams
supporting go live. All outputs are now in place.
Follow up Action: See Open Issues
Local Board configuration changes done ready for
go live.
Delivered No issues.
National interfaces in place ready for go live. Partial Delivery See section below on interfaces.
Source System update of standing data ready for
go live.
Delivered There were issues with this in Phase 1, however lessons were learned for future stages,
and this went well thereafter.
Standing data loaded ready for go live. Delivered All critical standing data loaded for go live.
Live data sychronisation in place, and all data
available for go live.
Delivered A sychronisation process between Live, Development and Board Legacy systems was in
place, and worked well with all critical data available.
BOXi Reports changed for new Chart of accounts
structure and standing data changes.
Delivered Boards agreed plans to have critical reports available for go live, and then a process
was put in place to continue with this exercise through to when these reports were

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required for first time on NSI. There were no reported issues with this process.
The list below is a detailed breakdown of all products available with eFinancials v4 and planned to be in the Scope of the NSI Project;
The status and comments reflect availability and issue status at Project Close, and does not imply that there were no issues on go live, or the intervening
period before Project Close.
eFinancial Core & Peripheral Products
Product Purpose Status Comments
General
Ledger
Module includes the chart of accounts, the reporting hierarchies,
journal and budget input and the treasury function.
Delivered Full functionality available
Accounts
Receivable
Module includes the raising of invoices and receiving payments. Delivered Full functionality available
Accounts
Payable
Module allows recording and payments of supplier invoices. Delivered Full functionality available
Purchase
Order
Processing
Module allows PO to be raised (or recorded if raised in another
procurement system).
Inventory
Management
Module allows the tracking of stock within warehouses. Delivered with
Issues
Full functionality available
Follow Up Action: Although the main system issues
have now been resolved, there is still an underlying
data issue as a direct result of this problem. The NFST
have issued guidance to Boards on how to correct the
data issues.
Governance - NFSMG
Paperclip This functionality allows back-up documents (excel, word, txt etc)
to be attached and held against certain transaction types within
eFinancials and FPM.
Business
Objects Thin
Client
(BOXi)
A Business Intelligence application that allows performance
management, reporting, query and analysis on the data held within
a set of standard Universes.
A solution design workshop will be set up to design a standard
Delivered Full functionality available for testing

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approach for NHS Scotland and agree timescales for its
implementation.
Changed to
Out of Scope
Agreed to be out of scope due to complexity and
resource required to take this forward at that time.
Follow Up Action: To be taken forward as a separate
development project – Governance - Design Authority
(various Focus Groups)
FPM Finance Process Manager – Allows users (incl. non eFinancials
users) to send and receive electronic workflow events using an
approval matrix and standard forms and fields.
FPM eREQUESTOR ONLY
Changed to
Out of Scope
Agreed to be out of scope due to issues with product
readiness.
Follow Up Action: Now live in D&G and A&A HBs. To
be rolled out to all other Health Boards. Governance
NFSMG
Version 1
DbForms
This utility is a graphical form designer that allows standard Cedar
output to be manipulated to produce high quality business
documents directly onto plain paper using laser printers.
Version 1
DbFax
This utility allows the automatically faxing of business documents
directly from eFinancials.
Version 1
DbMail
This utility allows the automatically emailing of business documents
directly from eFinancials.
Version 1
DbBacs
This application allows the secure electronic transfer of funds that
have been generated from authorised payment proposals
processed from within eFinancials.
Version 1
DbWebQ
This application allows the user to view and search for images
using query criteria.
Delivered –
but access not
given locally
Full functionality available however there are no entity
level restrictions to data and therefore users were not
given access.
Version One
– DBArchive
This application stores all Version 1 form inputs and outputs (eg
Sales Invoices, POP orders, DbCapture images) on the server ready
to be accessed directly through eFinancials or through DBWebQ.
Web Chart
of Accounts
This application allows a graphical representation of the different
elements of the Chart of Accounts from a top down perspective.
Delivered –
but access not
given locally
Full functionality available however there are no entity
level restrictions to data and therefore users were not
given access.
Health
Sector
This module allows the maintenance of a FYE budget alongside the
current year budget and the automatic rollover of this FYE budget
Partially See Lessons Learned. All functionality bar the year end
rollover and indexation routine facilitieswhere

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Budgeting into next year’s baseline budget. Delivered successfully delivered.
Follow Up Action; Issue resolution continues to be
progressed. Governance: NFSMG
EAnalyser This is a user friendly query tool that allows data to be extracted
from the eFinancials database into a spreadsheet like environment
allowing the data to be easily transferred to Microsoft Excel.
Delivered with
Issues
Full functionality available however there have been
issues with stability of the JBOSS products which
causes these applications to crash at peak periods,
requiring a restart of the JBOSS shell – additional
memory has been allocated and will be monitored
during next peak period (01/10/13).
Follow Up Action: Issue resolution continues to be
Recurring
Billing
Ability to set-up billing schedules for regular amounts, over a
regular period for services provided.
Taken out of
scope
Not setup on Test or Live as solution design identified
not in use.
Follow up Action: Follow up review of this facility
undertaken to assess benefit – Governance O2CFG.
Auto Bank
Reconciliatio
n
This facility allows the loading of a bank file for auto reconciliation,
with the transactions processed through the PGO and commercial
bank accounts in eFinancials.
Delivered Full functionality available for testing
Recurring
Charges
Ability to set-up a schedule of recurring charges for services
received.
Partially
Delivered
Only set up for use by Dumfries & Galloway as they
were using in v3.4.
Follow up Action: Follow up review of this facility
undertaken to assess benefits – Governance APFG.
Auto Invoice
Matching
Ability to run a process which automatically compares invoices in
the register with PO or GRNIs, and attempts to match within pre-
defined tolerances, creating both a batch of matched invoices and a
report detailing the reasons for any mis-matches.
Electronic
Invoicing
(eInvoicing)
This functionality allows invoices to be electronically sent direct
from the supplier in xml format, and automatically loaded into the
invoice register.
Delivered Late Full functionality available however not delivered at go
live.
Requisitioni
ng/Provisio
ning
Allows users to request goods and services that can then be
automatically consolidated onto a PO.
Xcel
Uploader
This application allows data to be loaded directly from excel
templates into certain eFinancials forms.
Delivered with
Issues
See Lessons Learned. Full functionality available
however this is not currently multi-user compliant
causing intermittent locking of the CLINK interface

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tables. There have been issues with fix appliance for
this issue.
There have also been issues with stability of the JBOSS
products which causes these applications to crash at
peak periods, requiring a restart of the JBOSS shell –
additional memory has been allocated and will be
monitored during next peak period (01/10/13).
Follow Up Action: Issue resolution continues to be
Cedar
Workflow
events
Ability to create events that get distributed to a user’s workbasket
within eFinancials, or alternatively as email notification.
Version One
- DbCapture
Capture of invoicing images to populate invoice register. Delivered with
Issues
Full functionality available however there are
performance issues to be addressed.
Follow up Actions: Virtual servers to be increased
from 4 to 12 to minimise interruption when errors in
the process occur. Governance NFSMG.
Interfaces
National
SSPS
Interface
Facility to import data from SSPS
system into eFinancials, create
detailed drilldowns and
interrogate using eFin screens
and BOXi universe.
Partially
Delivered
Taken out of scope in general due to delays in testing. Tayside, Highland NSS and
Grampian opted to wait until late May for it.
Contingencies for this interfaces were put in place ie current local interfaces put in
place as a short term measure.
The National Payroll Interface is due to go live for all in April 2014.
Follow up Action: Continue to rollout Payroll – Governance NFSMG.
National
Pharmacy
Interface
Facility to import data from JAC
and Ascribe systems into
eFinancials, create detailed
drilldowns and interrogate using
eFin screens and BOXi universe.
Taken out of
Scope
Agreed at out set of Phase 2 that a national interface would not be developed due to
issues with different versions of source systems.
Contingencies for this interfaces were put in place ie current local interfaces put in
place as a short term measure.
Follow up already recorded

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Local
Interfaces
A variety of interfaces were
required locally.
Delivered Full functionality available.
It should be noted that all of the above modules were deemed to be In Scope of the NSI Project. However in the main this was on a “like for like” basis, i.e. each
Board was implemented where they already had this functionality in their legacy service.
Any Boards wishing to change their business processes, to take on additional modules highlighted in the optional section above, will do so as part of future
development phases, and not the main migration phase.
Live Service - Issues - Despite the positive lesson
above regarding QA there were a number of
areas) that on go live of the NSI were not fit for
purpose;
NHS Scotland were taking on a version of
eFinancials that was being sold as multi-
entity compliant and that all peripherals
worked with the new v4. Anticipating issues,
NHSS in partnership with ABS, embarked
upon QA using a mirrored system by skilled
and knowledgeable NHSS systems staff. ABS
also put significant resource into QA’ing this
new environment. This uncovered a number
of issues which were then resolved, however
in the cases of live issues were either not
discovered or not followed up upon to
resolution before going live.
This project set a new precedent for both NHSS and ABS in
the use of a multi-entity system across 22 legal entities,
with multiple workstreams, using varying business practice
and a large user base. It is difficult to see how a different
approach would have produced a better outcome. The main
recommendation would be for ABS to spend more time and
resource on developing their core and peripheral products
to fit easily with each other and for all to be fully multi user
and multi entity compliant.
Where ABS are aware that a peripheral module needs more
development work and UAT effort to provide a fully working
solution, they should make this clear from the outset so
that scope can be fully considered and its introduction
appropriately built into the Project Plan. NHSS should not
be expected to pick up the additional resource and cost
requirements.
2.13. Live Data Migration
This stage is where the actual migration from operating the old system, to processing transactions through the new technological solution, using the new
business processes takes place. All relevant data was extracted out of the old systems, and imported to the new system, once business activities had been
closed off on the old system. Before go-live an assessment of readiness, with clearly defined roles and responsibilities, and an appropriate contingency plan
were all in place.

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Cut over plans including contingency plans
produced by Boards, and communicated to all
impacted staff/departments.
Delivered All Boards submitted cut over and contingency plans, and were involved in workshops
to agree go live readiness.
Live migration and reconciliation of open items. Delivered There were initial issues with this process for Phase 1, however using the lessons
learned from this phase, future phases migrated smoothly.
Live migration and reconciliation of General
Ledger, for actuals and budgets.
Delivered
All source systems updated with any standing
data changes.
Delivered
Live open item images migrated and attached
to transactions within eFin v4.
Partial Delivery The open images were delivered successfully for all bar GGC. This was due initially to
firewall issues that took longer than anticipated to resolve locally.
Follow Up Action: Images to be migrated – Governance NFSMG
Live Data Migration - the migration of the open
items and standing data was carried out to plan
with very few issues for Phases 2 & 3.
required for live and to use this and previous
migrations as a lessons learned process.
2.14. Endowments Service Migration
This stage involved the migration of standalone Endowment services for Tayside, Forth Valley, Ayrshire & Arran, Lanarkshire and Lothian (with Grampian and
GGC having migrated their integrated Endowments services as part of the exchequer migration). For the standalone services this was a technical migration from
v3.4 to v4. This was a much smaller exercise than the full exchequer migration with limited Board involvement.
Data migrated successfully from v3.4 to v4 of
eFinancials
Delivered All data (including historic data) was migrated successfully to eFinancials v4
Version One outputs available Delivered Available
BOXi reporting available Delivered Available
Boards able to access NSI Endowments Services Delivered Available

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for processing
Endowments data migration - all of the
Endowment service migrations went very
smoothly in terms of the technical data migration.
There were no issues with this process.
Technical migrations of v3.4 to v4 following
the main exchequer migration (which ensures
core functionality is fit for purpose) is very
straightforward and required minimum input
from key users.
Continue to follow same approach for technical migrations
where the data is not changing and full transaction history
is being brought across.
2.15. Legacy Service Migration
This stage involved the migration of all Legacy services containing data, where that data was no older than 6 years. This was a technical migration from v3.4 to
v4. This was a much smaller exercise than the full exchequer migration with limited Board involvement.
Legacy data migrated successfully from v3.4 to
v4 of eFinancials
Delivered All historic data was migrated successfully to eFinancials v4.
Legacy images migrated successfully. Partially
Delivered
See Lessons Learned. This area was fraught with problems, with the Tayside migration
taking over a year to conclude. The current status is that all migrations are complete
(apart from State flat file version), however Boards are asked to confirm this has been
successful. There is also an outstanding task to migrate the State Pre Legacy images
from the flat file version to oracle version, which is still in planning.
Follow up Actions:
Main images – Boards to confirm migration successful – Governance NFSMG
State Pre Legacy Images – Plan to be agreed and carried out for migration –
Governance NFSMG
BOXi reporting available Delivered Available
Boards able to access NSI Legacy Services for
reporting purposes.
Delivered Available
Legacy data migration - all of the legacy
service migrations went very smoothly in terms of
the technical data migration. There were no
issues with this process.
Technical migrations of v3.4 to v4 following
the main exchequer migration (which ensures
core functionality is fit for purpose) is very
straightforward and required minimum input
Continue to follow same approach for technical migrations
where the data is not changing and full transaction history
is being brought across.

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from key users.
The legacy image migration kept failing for
various reasons including lack of space and the
expiration of the oracle account password.
There needed to be more proactive
monitoring and analysis of the process to
ensure that it continued to run without falling
over and that sufficient space was available
to complete the process.
ABS and ATOS should have fully sized the database
requirements and agreed a process for monitoring and
resolving issues as soon as they arose.
2.16. Post Implementation Review
This stage is where after an initial settling in period a post go-live review will take place to ensure that the migration has gone as planned and to determine if all
of the project activities are complete and ready to move to operational status.
Stage by stage review of deliverables, issues and
lessons learned
Delivered Reviewed throughout life-cycle of Project and then formally after each Project Phase,
and included in this End Stage Report.
Confirm all relevant project issues have been
resolved
Delivered As part of the PIR the Boards review the outstanding issues and agree to formally
handover to BAU.
Post Implementation Review - At each stage of
the project issues and lessons learned were being
collated and shared as apropriate. A formal PIR
process followed each Phase and ensured a
process was in place to hand each phase over to
BAU.
The PIR stage is an important follow up to
successful migration and ensure that any
open issues have a formal route for
resolution.
Important lessons were collated and shared,
and there was transparency of issues that
had been encountered.
Continue to ensure a formal PIR stage is included in
projects and that at the final stage there is an End Project
Report produced with ensures agreement on open
deliverables, risks, issues and quality aspects.

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2.17. Project Control & Governance
The NSI Project will follow Prince2 project methodology. This is demonstrated in the diagram below which shows 4 levels of management;
SSS Programme Board
Project
Management
Team
Directing NSI Project Board
Managing NSI Project Manager
Delivering NSI Project Team &
Local Implementation Teams
Meeting frequency and duration will be
determined by the milestones of the Project Plan.
This may be as often as weekly, and may be
required with little notice.
Delivered Meetings were held weekly and were well attended.
Communication Plan – see section below Delivered Frequent communications were released according to the Communication plan.
Stakeholder What they need to know i.e. their main
interest in the work of the Project
Frequency i.e. how often do
they need briefed
Communication Channels Status
NSI Project Board Status of Project
Key decisions required from Board Members
Monthly Face to face briefing
Project Reports
Risk Register
Delivered
NSI National Project Team NSI Project Board decisions
Status of Project
Detailed task and resource analysis
At key Milestones (after NSI Project
Board Meeting)
Monthly Project Reports
Weekly task and resource analysis
Face to face briefing
Project Reports
Risk & Issues Register
Weekly meetings to discuss Project Plan
tasks and resources
Delivered
Status of Local Implementation Weekly Project Reports Face to face briefing
Project Reports
Risk & Issues
Delivered
Local Implementation
Teams
Status of Project
Work Packages
Weekly Work Packages Project Reports
Risk Register
Delivered

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Stakeholder What they need to know i.e. their main
interest in the work of the Project
Frequency i.e. how often do
they need briefed
Communication Channels Status
Directors of Finance /
Senior Managers / Heads
of Finance & Service
High level information on the Project Monthly updates Email
Summary report
Delivered
Area Partnership Forum /
SWAG (National
Partnership Forum) Staff
Side Representative
Best Practice/ New ways of working
Changes to staffing structures as a direct result of
NSI Project eg System Support Structure
Throughout
Standing item on NSI Project Board
and local Project Team meetings
Update report
e-mail
Delivered
Supplier Engagement - Resolution of
issues regarding project activities required
a proactive approach to Project
Management from 3
rd
Party Suppliers to
ensure that NHSS were able to meet the
deadlines of each stage of the Project plan.
In the majority of occasions this worked
very well with weekly Project Team
Meetings well attended.
Planned and formal Project Team Meetings involving
Supplier Project Managers are essential to keep the
project on track and ensure all Team members
understand the inter-dependencies of different
workstreams and work package
.
Continue to ensure all Suppliers have a Project Manager
who proactively reviews the Project Plan for work required
by their resources and liaises with other supplier parties to
ensure a successful outcome. This should be discussed at
the outset and documented in the PID.
Stakeholder Engagement Strong project sponsorship at the correct levels and
full stakeholder engagement is essential for a project
of this magnitude.
Continue to ensure that the correct messages are being
sent out that support the teams and the hard work they are
doing. Support of the overall approach by senior
stakeholders is essential.
3. Lessons Learned
All stakeholders were asked to record their issues and lessons learned. This was then collated together into one document, and recommendations added. Each
stage above shows a summary of the key lessons. These full lessons are shown as an appendix to this report.

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4. Risks & Issues
It is the purpose of this End Project Report to ensure that provision has been made to address all open issues and risks, with follow-on action recommendations.
The full risk and open issue register can be found as an appendix to this report, and follow up action summarised in section #8.
5. Project Assurance & Quality Register
The Project Board has a responsibility to assure itself that the project has been conducted correctly. The members of the Board each had a different area of
focus for Project Assurance, i.e. from the different perspectives of Senior Supplier, Senior User and Sponsor. For this purpose a quality register was created, and
monitored on a frequent and an ongoing basis. The end report quality register is included as an appendix to this report, and any follow up actions are
summarised in section #8.
6. Benefits Realisation
Benefits management is the identification of potential benefits, their planning, modelling and tracking, the assignment of responsibilities and their actual
realisation as a result of investing in business change.
It is usually carried out as a key part of programme management; it complements and overlaps investment appraisal in the business case and, while the
business case provides the justification for the investment, benefits management allows organisations to plan for and achieve the benefits. The end report
benefits register is included as an appendix to this report, and any follow up actions are summarised in section #8.
7. New Governance Structure for NSI
As part of the conclusion of the project and its handover to Business As Usual (BAU), a new governance structure was agreed for the NSI system by the Shared
Services Programme Board. This is illustrated below and helps to demonstrate how the follow up actions will be taken forward.

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8. Follow up Actions/Handover
As part of the closure of the Project any outstanding deliverables, open risks and issues and unrealised benefits must have a follow up action plan which
determines the transferred ownership. This action plan is summarised below;

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8.1 Undelivered Products
# Key Deliverable Follow Up Action Transferred
Ownership
1. System Support Team in place to support
steady state
A permanent structure is now in place, with staff having been seconded to
the host board on 02/09/13. Formal ‘TUPE’ transfer will take place in
February 2014 (see Lessons Learned on this process)
Gaps in the structure after the handover, are to be filled by the Host Board
NFSMG
2. Full agreement by all Stakeholders of the
protocols for loading all standing data,
outstanding items and historical data.
Focus Groups have agreed to take on the work to clear up any duplicates in
the system.
APFG for Suppliers
O2CFG for Customers
(reporting to Design
Authority)
3. Interface requirements specified and
developed
The National Payroll Interface is due to go live for all in April 2013 however
the National Pharamacy interface has not been taken forward at this point.
Continue to rollout Payroll
Develop a national solution for Pharmacy
NFSMG for Payroll
S2S for Pharmacy
Authority)
4. Stock Module allows the tracking of stock
within warehouses.
Although the main system issues have now been resolved, there is still an
underlying data issue as a direct result of this problem. The NFST have
issued guidance to Boards on how to correct the data issues.
NFSMG
5. A Business Intelligence application that
allows performance management, reporting,
query and analysis on the data held within a
set of standard Universes.
Although the full functionality was available for testing, the work to take
forward a standard approach for NHS Scotland and agree timescales for its
implementation was agreed to be out of scope due to complexity and
resource required to take this forward at that time.
To be taken forward as a separate development project – Governance
suggested to be a new Business Reporting User Group
All Focus Groups
Authority)
6. Finance Process Manager – Allows users
(incl. non eFinancials users) to send and
receive electronic workflow events using an
approval matrix and standard forms and fields.
FPM eREQUESTOR ONLY
Agreed to be out of scope due to issues with product readiness.
Now live in D&G and A&A HBs. To be rolled out to all other Health Boards.
NFSMG
7. Health Sector Budgeting - Allows the
maintenance of a FYE budget alongside the
current year budget and the automatic rollover
See Lessons Learned. All functionality bar the year end rollover and
indexation routine facilitieswhere successfully delivered.
NFSMG

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Ownership
of this FYE budget into next year’s baseline
budget.
Issue resolution continues to be progressed.
8. This is a user friendly query tool that allows
data to be extracted from the eFinancials
database into a spreadsheet like environment
allowing the data to be easily transferred to
Microsoft Excel.
Full functionality available however there have been issues with stability of
the JBOSS products which causes these applications to crash at peak
periods, requiring a restart of the JBOSS shell – additional memory has been
allocated and will be monitored during next peak period (01/10/13).
NFSMG
9. Recurring Billing - Ability to set-up billing
schedules for regular amounts, over a regular
period for services provided.
Not setup on Test or Live as solution design identified not in use.
Follow up review of this facility undertaken to assess benefit
O2CFG (reporting to
Design Authority)
10. Recurring Charges - Ability to set-up a
schedule of recurring charges for services
received.
Only set up for use by Dumfries & Galloway as they were using in v3.4.
Follow up review of this facility undertaken to assess benefits
APFG
Authority)
11. XLUploader - This application allows data to
be loaded directly from excel templates into
certain eFinancials forms.
See Lessons Learned. Full functionality available however this is not
currently multi-user compliant causing intermittent locking of the CLINK
interface tables. There have been issues with fix appliance for this issue.
There have also been issues with stability of the JBOSS products which
causes these applications to crash at peak periods, requiring a restart of the
JBOSS shell – additional memory has been allocated and will be monitored
during next peak period (01/10/13).
Issue resolution continues to be progressed.
NFSMG
12. DbCapture - Capture of invoicing images to
populate invoice register.
Full functionality available however there are performance issues to be
addressed.
Virtual servers to be increased from 4 to 12 to minimise interruption when
errors in the process occur.
NFSMG
13. Live open item images migrated and
attached to transactions within eFin v4.
The open images were delivered successfully for all bar GGC. This was due
initially to firewall issues that took longer than anticipated to resolve locally.
Images to be migrated
NFSMG
14. Legacy images migrated successfully The current status is that all migrations are complete (apart from State flat
file version), however Boards are asked to confirm this has been successful.
There is also an outstanding task to migrate the State Pre Legacy images
from the flat file version to oracle version which is still in planning.
Main images – Boards to confirm migration successful – Governance NFSMT
State Pre Legacy Images – Plan to be agreed and carried out for migration –
NFSMG

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Ownership
Governance NFSMT
8.2 Open Risks & Issues
Below are a list of the open Risk and Issues from the Risk/Issues Register, where they are not already recorded in the product delivery section above.
# Risk/Issue Description Follow Up Action Transferred
Ownership
15. Risk 9 - BOXI Reporting
BOXi migration to NSS BIG environment is
not able to be done in required timescales for
testing and go live.
All BOXi migrations bar GGC are now complete - GGC on target - will be
closed at end of Project - Monitor progress
NFSMG
16. Risk 13 - Endowments
National move to have Endowments housed
within exchequer ledger for reporting .
Currently plans are to move Endowments "like
for like" and therefore it will sit outside of
Exchequer.
An option appraisal for the built of future eFin Endowment services has been
created and shared with FAFG. Initial response was to allow Boards to
decide. The Project Board has asked for there to be standardization of
approach as with all other areas of NSI system design. FAFG asked to agree
which option should be the future model for Endowments.
FAFG
17. Risk 35 – Conflicting stakeholder
prioritieThere is a risk that there will be a
lack of communication between
stakeholders resulting in conflicts between
stakeholder priorities
Final elements of project require ATOS/ABS resources and there have been
issues regarding communication and agreement of plans. This should be
complete very soon and the risk will be able to be closed - Monitor
progress
NFSMG
18. Risk 38 – Insufficient detailed planning -
There is a risk that there is a lack of detailed
planning.
Risk remains open with regard to the final elements of the Project ie Legacy,
National Payroll Interface, DbCapture additional servers and then any
further development work - Monitor progress & ensure that ABS & AOA
are proactive and fully engaged in providing input to planning.
NFSMG
19. Risk 42 - Version 1 Products are too highly
configurable and therefore difficult to
implement and maintain.
Although the Boards are now actively using Version One in a live
environment, the underlying issue of these being highly configurable and
therefore difficult to maintain still creates a risk that requires ongoing
management.
NFSMG

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# Risk/Issue Description Follow Up Action Transferred
Ownership
20. Risk 44 - Communication - There is a risk
that weekly updates are not completed locally
or are inaccurate and do not reflect the true
progress status of the project.
Risk remains open with regard to the final elements of the Project ie Legacy,
National Payroll Interface, DbCapture additional servers and then any
further development work - Monitor progress & ensure that ABS & AOA
are proactive and fully engaged in communicating with each other.
For NHSS ensure that all Board & System Teams are aware and
actively involved in reporting back of progress and issues.
NFSMG
21. Issue 25 - Failure to provision a Business
continuity or disaster recovery plan -
There is a risk that disaster recovery or
business continuity is not adequately planned.
An affordable DR arrangement has been agreed with Atos and this will be
tested in the near future – Requires planning of implementation.
Note: Advice and the requirement for on business continuity plans have
been provided and are still relevant as the DR proposal is not an immediate
failover to the DR service (hot recovery), as this is the costly option that the
DoFs decided was not value for money. In the event of a Disaster, the cold
DR option will have at least a few days downtime, or potentially a few weeks
depending on the scale of the disaster. i.e. a full data centre outage would
mean a prolonged period of downtime, as eFinancials is quite a way down
the list of critical systems that ATOS host for NHSS.
In the event of a major disaster all system hosted by ATOS will be brought
back on-line in the DR site based on the system criticality levels in the
contract, and Boards should have local business continuity plans to cope
with a few weeks of potential downtime in the event of a major disaster.
NFSMG
22. Issue 26 Lack of clean data being
migrated - There is a risk that there will not
be time to adequately clean data before
migration.
An ongoing exercise is in place to review and to continue to cleanse
standing data that has been migrated across from the legacy services.
Design Authority (All
Focus Groups)
23. Issue 37 Budget Exceeded -
There is a risk that the initial cost estimate is
exceeded
This risk materialised into an issue with regard to overspend on Version One
products in particular. The issue was resolved through additional funding
however we are now attempting to recover this from ABS – Negotiation of
compensation from ABS.
NFSMG
24. Issue 41 Move to ePayroll planned for
October 2012 - There is a risk that on moving
to ePayroll the new SSPS interface (and the
A&AC interim) interface do not work due to
changes to the format of the extract.
There is still an issue with the format of Job Codes in ePayroll. This was
mitigated by ATOS creating an extract routine that stripped leading zeros
before the Board ID. This still means that Payroll Depts are having to pad
out the code and may impede the use of purely numeric National Job codes
as the stripping exercise only works where a Board ID is in use. – Job Code
issue to be resolved in ePayroll
NFSMG

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8.3 Open Benefits Realisation Logs
# Benefit Description Follow Up Action Transferred
Ownership
25. Q1 - Improved supplier management (ABS and
the MTS supplier) through creation of a single
national management team for the NSI.
Concerns exist with both the quality and implementation of the Version
One products (e.g. DbCapture) requiring proactive dialogue and remedial
action.
Continued dialogue with ABS and negotiation of compensation
claim.
NFSMG
26. Q2 - Standardised, best practice ways of
working through design workshops and
application of common standards and
approaches.
Workshops met their targets in most areas and this should drive increased
standardisation
This represents a step on a journey.
The Focus Groups will now take the lead on standardising and
implementing best practice ways of working.
All Focus Groups
Authority)
27. Q3 - Time savings for redeployment in direct
customer support through economies of scale
and improved performance of suppliers.
This cannot be finally assessed until after migration however the planned
staffing will have adequate resources for this purpose. The new service is
stable and early signs are encouraging.
Staff are getting hands-on familiarisation with eFin v4 during transition and
a package of personal development will be agreed and implemented once
the permanent team is in place
Continue to seek efficiencies.
NFSMG
28. Q4 - Work sharing/cross-cover/knowledge
share through creation a single national team
This will be delivered through the revised permanent team, but the success
of the matrix management arrangements for transition bode very well
Continue to seek opportunities for cross working and knowledge
sharing.
NFSMG
29. Q5 - Easier integration with other systems
through development of single best-practice
interfaces
A number of the interfaces have been standardised but some have been
deferred until after full migration
Continued national sponsorship of initiative.
S2S for Pharmacy and
MAFG for Payroll
Authority)
30. Q6 - Support for data warehousing and other
improved reporting inc greater comparability of
reporting between boards/consortia through
The agreement of a national service for the delivery of BOXI and the
addition to the SSS Programme Team of a BOXI expert are key elements
and the new National Team will have 2 BI specialists. The work to move to
Various Focus Groups

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support the development of common BOXI
universes
a single set of universes is now being taken forward.
Continued national sponsorship of initiative.
Authority)
31. Q8 - Improved p2p data (?saving on Spikes
Cavell costs) through improved data
warehousing (dependency on delivery of the
Finance & Procurement Joint Working Strategy)
The agreement of a national service for the delivery of BOXI and the
addition to the SSS Programme Team of a BOXI expert are key elements
but progress cannot yet be forecast
Reports have been created to support this activity however NP
continue to request this information from Boards in different
formats eg sql.
S2SFG to work with NP to agree standardised process using these
reports.
S2SFG
Authority)
8.4 Open Quality Logs
# Quality Log Description Follow Up Action Transferred
Ownership
32. 5. Staffing changes - Staff impacts and
changes are carried out in accordance with
Staff Governance policies and to best practice
standards
Independent review of the processes & Approval by the SSS Programme
Board
September 2013 – transition complete. Gaps in structure being filled
NFSMG
33. 6. Costs and Savings - Final definitive costs
and savings are developed to confirm or refine
those set out in the Business Case
Comparison to original plans & Sign-off by Health Boards and NFSMG.
September 2013 – Costs have been finalised albeit further savings are
being sought on the ABS Service Contract. Recharges to HBs will identify
the local savings
NFSMG
34. 10. Benefits Realisation - Benefits Management
Strategy fully integrated into the Project plan
Active management of the potential benefits
Potential benefits clearly identified
Clear plan to manage the delivery
Benefits understood across the business
Review of the Benefits tracking report on a regular basis - Sign-off by
NFSMG and Health Boards
September 2013 – close to finalisation
Shared between DA &
NFSMG for individual
benefits as per section
above
35. Lessons Learned - Comprehensive review of
which management and quality processes:
-went well
Periodic review of the Lessons Learned Log & Ongoing review and sign-off
by the Project Board
NFSMG

of 53
# Quality Log Description Follow Up Action Transferred
Ownership
-went badly
-were lacking.
A description of any abnormal events causing
deviations from plans
An assessment of technical methods and tools
used
Recommendations for future enhancement or
modification of the project management
method
September 2013 – close to finalisation and fit for purpose
8.5 Record of Handover of Open Items to Governance Groups
The open areas recorded in the sections above;
Group Name Accepted and
recorded in Group
minutes of
Design Authority (DA)
National Finance Systems Management Group
(NFSMG)
28/11/13
9. End Stage Authorisation
The Sponsor, Senior Supplier and Senior Users have the authority within the Project Board to authorise closure of the Project.
Authorisation for closure is shown below and recorded in the minutes of the October 9th
2013 Project Board Minutes. It was agreed at that point that the final
sign off would be when the DA and NFSMG had accepted ownership of the open project areas. This is recorded above. The report was then circulated for final
approval on Monday 16th
December 2013.
Name Project Board Role Representing
Simon Belfer Sponsor
John Francis Project Assurance
Don Millard Senior Supplier ATOS & ABS
Colin White Senior User Ayrshire & Arran Consortium

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Peter Ramsay Senior User GGC Consortium
David King Senior User NSS Consortium
Robert McKinnon Senior User Tayside Consortium
10. Appendix A – End Stage Lessons Learned Log
This is a large appendix created in excel and would be difficult to read built into this report, It is therefore distributed as an additional document.
11. Appendix B – End Stage Risks & Issues Register
This is a large appendix created in excel and would be difficult to read built into this report, It is therefore distributed as an additional document.

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12. Appendix C – End Stage Quality Register
NHSS SSS Programme
National Single Instance Project
Quality Plan – September 2013 Update
# Output Timing Quality criteria QA method Evidence of
compliance
Responsible
officer
Update
BRAG Comments
1 Project
Initiation
Document
Ongoing Comprehensibly describes a viable,
achievable Project that is in line with the
approved Business Case and appropriate SSS
Programme goals.
Project organisation, roles and
accountabilities clearly reflecting a control,
reporting and direction regime that is able to
be implemented.
PIDs and Plans reviewed
against the Business Case
and the SSS Programme
goals
Sign-off by Project
Board
Project Board
Chair
B October 2011 – Plan now
signed off
2 Project
Plan
Ongoing Achievable Plan that delivers the Business
Case and Project Initiation Document and is
subject to constant review and refinement as
required to keep the Project on course
Initial review of the Plan
against the PID and periodic
review of performance
reports
Initial sign-off by the
Project Board and full
adoption by the
Implementation Team
Project
Manager
B November 2011 – plan
being used pro-actively
3 Project
Governan
ace
Ongoing Clear roles and responsibilities for
Management & Project Teams established
covering all aspects of Corporate Governance
Full sign up of all parties Ongoing independent
review by the Project
Assurance officer
Project Board
Chair
B December 2011 – MTS
Provider and HR Advisor to
join
4 Project
Board and
Teams
Ongoing Populated by appropriately skilled, informed
and motivated staff who are fully aware of
roles and responsibilities and their
commitments in delivering the Plan. Local
management teams appropriately engaged
Assessment that teams are
fully mobilised, capable and
able to meet time
commitments. Health Board
responsibilities clear and
signed up to
Ongoing review by the
Project Board and
Manager
Project
Manager
B September 2013 -
Complete

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compliance
Responsible
officer
Update
5 Staffing
changes
Ongoing Staff impacts and changes are carried out in
accordance with Staff Governance policies
and to best practice standards
Independent review of the
processes carried out by HR
and Project Assurance
Approval by the SSS
Programme Board
Project Board
HR Rep
G September 2013 –
transition complete. Gaps
in structure being filled
6 Costs and
Savings
Ongoing Final definitive costs and savings are
developed to confirm or refine those set out
in the Business Case
Comparison to original plans Sign-off by Health
Boards and the Project
Board
Project
Manager
G September 2013 – Costs
have been finalised albeit
further savings are being
sought on the ABS Service
Contract. Recharges to HBs
will identify the local
savings
7 Suppler
Managem
ent
Ongoing Contract terms represent Value for Money
with suitable performance controls and,
where appropriate, penalties. Deliverables
fully specified with plans for User Acceptance
Testing Arrangements in place to ensure an
active relationship with the supplier going
forward to ensure implementation is in line
with agreed plans
Review of the Contract and
the ongoing delivery of the
software and services
Sign-off by the Project
Board and ongoing
assessment by the
Project Assurance
officer
Senior Supplier B September 2013 – Go-live
achieved
8 New
Managed
Techncial
Service
Ongoing Exercise carried out in line with all relevant
procurement policies and standards to
achieve best value for money and a robust
service with appropriate controls and
sanctions
Approval by the NSS Contract
Management Team and the
Project Team
Sign-off by Project
Board and the SSS
Programme Board
Senior Supplier B November 2011 - SGHD
approval received
9 Solution
Design
Ongoing All relevant parties fully engaged in the
process delivering clear outcomes and
effective processes to escalate unresolved
issues for final decision
Review of designs against the
SSS agreed processes and full
support of system providers
Sign off by the Project
Board and escalation
to Programme Design
Authority where
necessary
Technical
Assurance
officer/Senior
Users
B September 2013 -
Complete
10 Benefits
Realisatio
n
Ongoing Benefits Management Strategy fully
integrated into the Project plan
Active management of the potential benefits
Potential benefits clearly identified
Clear plan to manage the delivery
Benefits understood across the business
Review of the Benefits
tracking report on a regular
basis.
Board and Health
Boards
Project
Manager
G September 2013 – close to
finalisation

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compliance
Responsible
officer
Update
11 Communi
cations
Ongoing List of stakeholders and their information
requirements
Communication mechanisms to be used
(such as written reports, workshops, etc.)
Key elements of information to be
distributed by the different mechanisms -
including frequency and information
collection and collation
Roles and responsibilities of key individuals
responsible for ensuring communication is
adequate / appropriate and timely
Periodic reports on the
quality of the
communications process
Survey of stakeholders
by Project Team
reported to the Project
Assurance officer
Project
Manager
B September 2013 -
Complete
12 Risk &
Issue
Managem
ent Plan
Ongoing Key risks are identified, quantified and their
probability and potential impact assessed
Risk management measures are identified
and evaluated for their effectiveness on an
ongoing basis
Appropriate communication mechanisms are
set up and supported
Stakeholders are engaged throughout the
process
Review of the Risk Register
and how well the risk
management measures are
operating based on actual
outcomes
Ongoing review and
sign-off by the Project
Board
Project
Manager
B September 2013 -
Complete
13 Lessons
Learned
Ongoing Comprehensive review of which
management and quality processes:
-went well
-went badly
-were lacking.
A description of any abnormal events causing
deviations from plans
An assessment of technical methods and
tools used
Recommendations for future enhancement
or modification of the project management
method
Periodic review of the
Lessons Learned Log
Ongoing review and
sign-off by the Project
Board
Project
Manager
G September 2013 – close to
finalisation and fit for
purpose

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compliance
Responsible
officer
Update
14 Project
Performa
nce
Reports
Ongoing Clarity/ Comprehensiveness/
Supportive of effective decision making
Review of the quality,
timeliness and utility of the
reports
Sign-off by Project
Board and SSS
Programme Board
Project
Manager
B September 2013 -
Complete
15 Phase One
post-
implemen
tation
Review
Ongoing Comprehensive review of all aspects of the
Phase One delivery against plan and full
lessons learned played into the second Phase
approach
Review of PID, plans,
outcomes etc.
Assurance officer and
the Technical
Assurance Officer
Project
Manager
B July 2012 – approved
16 Phase
Two/Thre
e
Migration
Plans
Ongoing Comprehensive plans for migrating all Boards
to the NSI by March 2013 with full sign-up by
Health Boards/Consortia
Review of the plans Sign-off by Project
Board, SSS Programme
Board and Health
Boards/Consortia
Project
Manager
B September 2013 -
Complete

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13. Appendix D – End Stage Benefits Register
Benefits Realisation Register
Report as at: 25th September 2013
Ref Benefit Enabler BRAG
Status
Notes Risk to delivery Risk
Register
Ref #
BRA
G
Stat
us
Notes
S1 Savings on managed
technical services (inc.
Data storage) £300k rec.
Let a national contract to
a single provider
B The tender process has
produced savings of £700k
on the current costs. This
will not come through until
after full migration
Inadequate MTS
Procurement Process
3 B Process complete
S2 Savings on System Support
£282k rec.
Restructure the in-house
teams to generate
economies of scale
B The outcome of this
depends on the agreed
revised ongoing support
structure. However, We
estimate the savings to e
£293k.
Inadequate Organisational
Change process
6 B This was carried out fully in
Partnership and in line with OC policy
and good practice
Lack of clarity on roles 26 B A detailed staff structure and roles has
been created and agreed
Loss of System Admin
Resources
29 G There are currently 5vacancies
requiring to be filled however we are
exceeding all SLA targets.
System Management – Poor
Engagement with Consortia
32 B Corporate working on this has been
excellent. A Group involving all
Consortia was established to manage
the process.

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Ref Benefit Enabler BRAG
Status
Notes Risk to delivery Risk
Register
Ref #
BRA
G
Stat
us
Notes
S3 Savings on ABS
maintenance contract
£31k rec
Negotiate with the
supplier
B Supplier has agreed to the
reduction, which will take
effect on full migration,
however NHSS is
renegotiating the price
element of the contract with
a view to further significant
reductions.
No risk – supplier has agreed na B Closed
Q1 Improved supplier
management (ABS and the
MTS supplier)
Create a single national
management team for
the NSI
G Concerns exist with both
the quality and
implementation of the
Version One products
(e.g. DbCapture) requiring
proactive dialogue and
remedial action.
Follow up Action:
Continued dialogue with
ABS and negotiation of
compensation claim.
Governance NFSMG.
Inadequate Organisational
Change process
6 B The role of suppliers has been fully
integrated into the project
management and delivery
System Management – Poor
Engagement with Consortia
32 B Corporate working on this has been
excellent. A Group involving all
Consortia has been established to
manage the process
Q2 Standardised, best practice
ways of working
Design workshops and
application of common
standards and
approaches
G Workshops met their targets
in most areas and this
should drive increased
standardisation
This represents a step on a
journey,
Follow up Action: the
Incomplete Solution Designs 4 B Solution Designs are signed off by all
Consortia and reviewed as part of each
migration.
Lack of standing Data 19 B Common standing data agreed

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