PRASA ENTERPRISE PMO
description
Transcript of PRASA ENTERPRISE PMO
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PORTFOLIO PROJECT TITLE ORGANISATION FINANCE RISKS ISSUES OVERALL STATUS* MANDATORY Compliant Statutory Financial Reporting Finance* MANDATORY Develop Management Accounts and Costing Model Finance
MANDATORYPRASA Group Tax Compliance and Balance Sheet Restructuring Finance
* MANDATORY Bank Accounts for Shosholoza Meyl and Autopax Finance* MANDATORY Legal & Compliance Policies & Procedures Legal & Risk
MANDATORY Enterprise Risk Management Framework Legal & Risk* MANDATORY Implementation of IMS/ISO 9001 Accreditation Operational Safety
MANDATORY S Meyl Train & Support Staff S MeylMANDATORY S Meyl Locomotives S MeylMANDATORY S Meyl Interface Agreement S Meyl
INFRASTRUCTURE National Signalling(Stage1) SAM: INFRAINFRASTRUCTURE Train Simulator Project [Ulwazi] Metrorail
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PORTFOLIO PROJECT TITLE ORGANISATION FINANCE RISKS ISSUES OVERALL STATUSSUPPORT SERVICES PRASA Merger - Integration EPMOSUPPORT SERVICES Enterprise Programme Management [Project Prioritisation & Project management Systems]EPMOSUPPORT SERVICES Merger Corporate Security Corporate SecuritySUPPORT SERVICES Gauteng North / South Integration MetrorailSUPPORT SERVICES Total Station Management MetrorailSUPPORT SERVICES PRASA Strategic Plan SNPSUPPORT SERVICES Change Management HRSUPPORT SERVICES Values & Culture HRSUPPORT SERVICES Human Capital Management HR
* SUPPORT SERVICES New Group SCM Policy Roll-out & Implementation SCM* SUPPORT SERVICES Materials Management SCM
SUPPORT SERVICES Group Marketing & Communication Strategies Corp- Affairs & Marketing
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PORTFOLIO PROJECT TITLE ORGANISATION FINANCE RISKS ISSUES OVERALL STATUSBUSINESS OPPORTUNITY Alternative Sources of Finance Finance
* BUSINESS OPPORTUNITY Strategic Sourcing SCM* BUSINESS OPPORTUNITY BCM Implementation Operational Safety
PROPERTY Total Facilities Management Intersite
* INFORMATION & TELECOMMS Integrated Ticketing System ICT* INFORMATION & TELECOMMS ERP Implementation Phase 1 ICT* INFORMATION & TELECOMMS Development of IT Governance Structure ICT
* SUSTAIN Preventative Maintenance [Metrorail / Shosholoza Meyl] Metrorail
* Denotes no Project Status
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Complaint Statutory Financial Reporting
•No Project Status submitted.
•No Updated project plan submitted.
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Develop Management Accounts and Costing Model
•No Project Status submitted.
•No Updated project plan submitted.
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FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): PRASA Tax and
Balance Sheet
restructuring
R0.0 Yet to be determined
R1.0 R0.0 Tba Tba
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Procure service provider
100% 100% Done
Project No. Project Title Strategic Pillar Impact Area Final report 60% 60% Project ongoingPRASA Group Tax Compliance and Balance Sheet restructuring
Legislative compliance
High PRASA Appoint service
provider
0% 0%
Strengthened balance sheet
Tax guideline for PRASA and BU's
Interdependencies FinancialRisk (Escalated) Baseline Yet to be detreminedRisk Description Probability Impact Mitigation Escalation req. .+/-Change of scope R0.0m No
.+/- Budget Omissions
R0.0m
Current Approved R0.0m
.+/-Forecast svgs (overruns)
R0.0m
Latest Estimate R1.0mCommitted R1.0mUncommitted R0.0mTOTAL EXPENDITURE
R1.0m
Issues Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Balance sheet project to be funded
GCFO 31-Mar-10
www.prasa.com
PRASA Group Tax compliance and Balance Sheet restructuring
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
Action Plan
Funding to be provided for balance sheet project
This Month F/Cast date
Service provider to be appointed
Advisors were invited for the briefing session Advisors to submit their proposals
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Bank Accounts For S Meyl & Autopax
•No Project Status submitted.
•No Updated project plan submitted.
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Legal, Compliance Policies & Procedures
•No Project Status submitted.
•No Updated project plan submitted.
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FUNCTIONAL AREA Legal and Risk Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): Compliance with PRASA Obj 5: Governance n/a n/a R0.0 R0.0 75% 95%Relevant Deliverables: Key Milestones % Progress - Last
Month% Prog- Curr Month Comments
Approve Policy 100% 100% In progressRisk Owners appointed 100% 50% In process
Risk Committees functioning
50% None In process
ARM Workshop 50% 50% Planned for 11 Aug 09,
Cancelled. Await new
date.Divisional risk review 50% None In process
Audit 0% None Scheduled for Nov 09. Prelim meeting held with Audit 19/10.
Interdependencies FinancialRisk (Escalated) Exco approval of the
Enterprise Risk Policy Framework
Baseline R 5,000,000.00
Risk Description Probability Impact Mitigation Escalation req. CEO appointment of new Risk Committee and Risk Owners Budget
.+/-Change of scope R 0.00
.+/- Budget Omissions
R 0.00
Current Approved R 0.00
.+/-Forecast svgs (overruns)
-R 700,000.00
Latest Estimate -R 700,000.00Committed R 0.00Uncommitted R 0.00TOTAL EXPENDITURE
-R 509,000.00
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Appointment of Risk Comm.
Members
Hold Risk
workshop with
BOC / ARM
Committee
Group Exec
Legal and
Risk
11/08/2009 (Await new
date)Appointment of Risk
Commeettees Divisions and
Subsidiaries
Facilitate
workshop with
new risk
committee
members on the
approved
Enterprise Risk
Management
Policy
Framework
Snr Manager
Risk
On/Before end Aug 09
(Await new dates)
Update Policy draft to
Exco
.April 09 Complete
Review Risk
Management
Strategy and
progress of
implementation
at all levels,
report to PRASA
Risk Committee
Snr Manager
Risk
Before end Aug 09 Incorporate EXCO input .May 09 Nov-09
Policy approval (ARM/BOC)
.May 09 Nov-09
Risk Review Divisions and Subsidiaries
.June 09 Jan-10
ARM / BOC Workshop .June 09 1-Jan-10Praasa Risk Review .July 09 Feb-10
www.prasa.com
This Month F/Cast date
Completed annual risk review Obtain Autopax Board resolutions
Identified and evaluated the new strategic risks of Pasa with the inclusion of
Shosholoza and AutopaxReviewed and updated Enterprise Risk Policy Framework and submit for approval
Enterprise Risk Framework approved by ARM Comm
Development of PRASA Risk Management Policy and Strategy
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
Enterprise Risk Man Policy Framework
Project No. Project Title Strategic Pillar
Implement approved framework
Impact Area
PRASA, Divisions and Subsidiaries
Strategic - High
No
Risk Management
Risk 01: Strategic 5C Legislative Compliance
Non-compliance with Treasury Regulation 27.2 if Framework is not approved and implemented
HIGH Serious
Await date for the planned ARM Committee workshop
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Integrated Management System (IMS)
•No Project Status submitted.
•No Updated project plan submitted.
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Approved budget (Rm) Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned
progress %
Actual
progress %
Overall status
Rm
Key Milestones % Progress - Last Month
% Prog- Curr Month
Comments
Project No. Project Title Strategic Pillar Impact Area
P1.1High Shosholoza Meyl
NationalFinalisation of a Working Roster for Train Drivers, Train Driver Assistants and support staff
44% 48%Still require preparation document reflecting shifts and depot strengths
P1.2High Shosholoza Meyl
NationalDevelop a Training Schedule for Train Drivers to enable multiple route coverage
10% 10% To be addressed in 2010
P1.3High Shosholoza Meyl
NationalIdentification and transfer of Train Drivers, Train Driver Assistants and support staff 92% 92%
In the process of verifying competencies, certification and validity of training programme
P1.4
High Shosholoza Meyl National
Establishment of Accommodation and Transportation needs for Train Drivers and Train Driver Assistants
80% 80%
Progress to appoint staff and procure resources (Kombi’s) - progress slow due to financial constrains
Interdependencies FinancialHuman Resources
Risk Description
Probability Impact Mitigation Escalation req. Operations
Trade UnionsTransnet Freight Rail
Issues Action Plan Person Responsible Due Date
HR engagement Matti Geldenhuys 31/03/2010
Finalisation of a Working Roster for Train Drivers, Train Driver Assistants and support staff
October 2009 31/10/2009 31/01/2010
Develop a Training Schedule for Train Drivers to enable multiple route coverage
October 2009 31/10/2009 30/09/2010
Identification and transfer of Train Drivers, Train Driver Assistants and support staff
October 2009 31/10/2009 31/01/2010
Establishment of Accommodation and Transportation needs for Train Drivers and Train Driver Assistants
October 2009 31/03/2010 31/03/2010
Risk (Escalated)
Previous
Month F/Cast
date
This Month F/Cast date
Shortage of staff in this Department
Milestones Baseline
Month
Consultation with Labour partnersDevelopment of a training programme for implementation
Follow-up discrepancies with Transnet and rectify the final list of train crew
Prepare document reflecting shifts and depot strengths
Determine areas needed for training of train crew for multiple route
FUNCTIONAL AREA: INTEGRATION
Focus Area (if applicable): INTEGRATION OF SHOSHOLOZA MEYL
Relevant Deliverables: TRAIN CREW AND SUPPORT STAFF
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
Train Crew and Support Staff Service Excellence
Baseline Rm +/- Change of scope Rm +/- Budget Omissions Rm ------------------------- Currently Approved +/- Forecast svgs (overruns) ……………………. Latest Estimate Rm Committed Rm Uncommitted difference between commited and uncommited TOTAL EXPENDITURE Rm
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Approved budget (Rm) Current Forecast (Rm) Rm
Committed Value (Rm) Rm
Expenditure (Rm) Rm Planned progress %
Actual progress %
Overall status
Rm
Key Milestones % Progress - Last Month
% Prog- Curr Month
Comments
Project No. Project Title Strategic Pillar Impact Area
P2.1 High Shosholoza Meyl NationalDevelop a Stand Alone train schedule for Shosholoza Meyl locomotives 100% 100% Completed
P2.2 High Shosholoza Meyl NationalIdentification and finalisation of locomotives to be transferred to Shosholoza Meyl 100% 100% Completed
P2.3 High Shosholoza Meyl NationalFinalisation of additional required locomotive capacity
100% 100% Completed
Interdependencies Financial
Risk Descriptio
n
Probability Impact Mitigation Escalation req.
OperationsTransnet Freight Rail
Issues Action Plan Person
Responsible
Due Date
HR engagement Matti Geldenhuys 31/03/2010
Develop a Stand Alone train schedule for Shosholoza Meyl locomotives
October 2009 30/09/2009 30/09/2009
Identification and finalisation of locomotives to be transferred to Shosholoza Meyl
October 2009 15/09/2009 15/09/2009
Finalisation of additional required locomotive capacity October 2009 30/09/2009 30/09/2009
FUNCTIONAL AREA: INTEGRATION
Focus Area (if applicable): INTEGRATION OF SHOSHOLOZA MEYL
Relevant Deliverables: LOCOMOTIVES
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
Locomotives Service Excellence
Follow-up discrepancies with Transnet and rectify the final list of locomotives
Obtain additional required locomotive capacity
Milestones Baseline Month
Risk (Escalated)
Previous Month
F/Cast date
This Month F/Cast date
Shortage of staff in this Department
Baseline Rm +/- Change of scope Rm +/- Budget Omissions Rm ------------------------- Currently Approved +/- Forecast svgs (overruns) ……………………. Latest Estimate Rm Committed Rm Uncommitted difference between commited and uncommited TOTAL EXPENDITURE Rm
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Approved budget (Rm) Current Forecast (Rm) Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned
progress %
Actual
progress %
Overall status
Rm 0 Rm 0 Rm 0 Rm 0
Key Milestones % Progress - Last Month
% Prog- Curr Month
Comments
Project No. Project Title Strategic Pillar Impact Area
HighShosholoza Meyl National
Identify services that will still be provided by Transnet Freight Rail
100% 100% Completed
HighShosholoza Meyl National
Finalise Haulage and Access Agreement with penalty regime 75% 80% Awaiting feedback from TFR lawyers
HighShosholoza Meyl National
Finalise Safety and Operational Agreements 100% 100% Completed
Interdependencies Financial
Risk Description
Probability Impact Mitigation Escalation req.
Transnet Freight RailRailway Safety RegulatorNCC Operations
Issues Action Plan Person Responsible
Due Date
HR engagement Matti Geldenhuys
31/03/2010
Identify services that will still be provided by Transnet Freight Rail
October 2009 30/09/2009 30/09/2009
Finalise Haulage and Access Agreement with penalty regimeOctober 2009 15/09/2009 30/11/2009
Finalise Safety and Operational Agreements October 2009 30/09/2009 30/09/2009
FUNCTIONAL AREA: INTEGRATION
Focus Area (if applicable): INTEGRATION OF SHOSHOLOZA MEYL
Relevant Deliverables: INTERFACE AGREEMENT
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
Service ExcellenceInterface AgreementP7
Identify services that will still be provided by Transnet Freight Rail
Finalise Haulage and Access Agreement with penalty regime
Milestones Baseline
Month
Previous
Month F/Cast
date
This Month F/Cast date
Shortage of Locomotives, reliability and maintenance
Risk (Escalated) Baseline Rm +/- Change of scope Rm +/- Budget Omissions Rm ------------------------- Currently Approved +/- Forecast svgs (overruns) ……………………. Latest Estimate Rm Committed Rm Uncommitted difference between commited and uncommited TOTAL EXPENDITURE Rm
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FUNCTIONAL AREA PRASA (SAM) Approved budget
(Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): 2010 FIFA WC and Commuter Service
R771.440m R1,324m R0.334m R0.334m 10% 10%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Closing of the Tender 100% Project No. Project Title Strategic Pillar Impact Area Adjudication of Tender 25% 25% Evaluation of Technical
Advisor was held back for some time. Tenders was only opened on Monday 19October. Tech. Advisor is required for the evaluation of main tenders. Recommendation report submitted to SCM.
WT1802, WT1147, WT1149 National Signaling
(Stage 1)
Technology
upgrade, Service
Excellence,
Modernisation
100% Tender approval 0% 0%
Appoint contractors 0% 0%Construction 0% 0%
Key Accomplishments This
Period
4 week look
ahead: Upcoming
tasks
Interdependencies FinancialRisk (Escalated) Other signaling
projects.Baseline Rm 771,440
Risk Description Probability Impact Mitigation Escalation req. Rail-bound telecommunication links
.+/-Change of scope Rm 0
Engineering resources to finalise
adjudication process
Medium High Transaction
Advisors to be
appointed
YES
Exceeding budget High Medium Strict control Yes .+/- Budget Omissions
Rm
Currently Approved Rm 771.440
.+/-Forecast svgs (overruns)
Rm 552.560
Latest Estimate Rm 1,324.000Committed Rm 0.334Uncommitted Rm 1323.666TOTAL EXPENDITURE
Rm 0.334
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Fee proposals -
evaluation done
SCM 5-Nov-09
Recommendation
report submitted
to SCM
9-Nov-09 Close of Tender Jun-09 Jun-09 Jun-09
Technical Advisor to be appointed.
18-Nov-09 Adjudication of Tender Sep-09 Mar-10 Mar-10
Tender approval Nov-09 Apr-10 Apr-10 Appoint Contractors Dec-09 May-10 May-10
Construction Jan 2010-Aug 2013 Jun 2010-Mar 2014 Jun 2010-Mar 2014
www.prasa.com
Tender adjudication
Johan Edwards, Heinrich Mostert, Luyanda Gantsho, Tonie Vermeulen,
This Month F/Cast date
Appointment of Technical Advisors
National Signaling
Appointment of Technical AdvisorTender evaluation and recommendation for appointment of Technical Advisor
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FUNCTIONAL AREA Train
Operations
Approved budget (Rm) R84m
Current Forecast (Rm) R99m
Committed Value
(Rm) R99m
Expenditure (Rm) Rm Planned progress
55%
Actual progress 50% Overall status
Focus Area (if applicable): Training 55% 50%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Project Kick off and contract signed 80% 100% done!Project No. Project Title Strategic Pillar Impact Area Project charter finalised and signed 80% 100% done!
Ulwazi Simulator
Service Excellence
High Regions Simulator Accomodation in all three regions i.e Gauteng, Durban and Cape Town.
15% 0% Intersite changed and rescheduled the
Data Collection and submission of all requested equipments 80% 90% Order placed for Preliminary Designed document approval for 5M2A 10% 100% done!Draft Design document review for 5M2A 10% 100% done!Preliminary Designed document approval for 10M5 10% 100% done!Draft Design document review for 10M5 15% 100% done!
Key Accomplishments This
Period
4 week look ahead: Upcoming tasks
Interdependencies Financial
Risk (Escalated)Risk Description Probability Impact Mitigation Escalation req.
Simulator Accomodation
rescheduled
The entire project will be delayed
COO to meet with Intersite CEO
30th Sept 2009
Issues Action Plan Person Responsible
Due Date
Ngolovan CC raised a concern of not being in a financial state with regard to forward cover
Application forwarded to Finance
CFO 31st July 2009. On going feedback required.
Appointment of National Steering committee May-09 Sep-09 Sep-09
Appointment of National Steering committee Jun-09 Sep-09 Sep-09Data Collection and submission of all requested equipments Jul-09 Oct-09 Oct-09
Project Charter finalised and signed Jul-09 Oct-09 Oct-09Preliminary Designed document approval for 5M2A Sep-09 Dec-09 Dec-09Draft Design document review for 5M2A Sep-09 Dec-09 Dec-09Preliminary Designed document approval for 10M5 Sep-09 Dec-09 Dec-09Draft Design document review for 10M5 Sep-09 Dec-09 Dec-09
Provide a Train Operations training System
Draft Design document review for 10M5
Preliminary Designed document approval for
10M5
This Month F/Cast
date
Reporting & scoring detailed Design document
Train Model detailed Design document
Milestones Baseline Month Previous Month F/Cast
date
Baseline R84m Accomodation R15m +/- Budget Omissions Rm ------------------------- Currently Approved R99m +/- Forecast svgs (overruns) ……………………. Latest Estimate R99m Committed Uncommitted TOTAL EXPENDITURE R99m
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FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): PRASA MERGER
INTEGRATION
n/a n/a R0.0 R0.0 41% 37%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Steercom setup 100% 100% CompleteProject No. Project Title Strategic Pillar Impact Area IPMO set up 100% 100% Complete PRASA Merger
IntegrationPRASA Exco EPMO
High Prasa Wide Develop draft master plan
100% 100% Complete
Sign off charters 40% 90% Waiting Exco member sponsors
Sign off structures 25% 40% Dependent of sign off
Sign off implementation plans
0% 30%
Interdependencies FinancialRisk (Escalated) None Baseline RmRisk Description Probability Impact Mitigation Escalation req. .+/-Change of scope RmSign off and communication of
structures
High High Communicate with the Executive
GCEO
Attendance of meetings Medium Medium Communicate
with Sponsors
Exco members .+/- Budget
Omissions
Rm
Current Approved Rm
.+/-Forecast svgs (overruns)
Rm
Latest Estimate RmCommitted RmUncommitted RmTOTAL EXPENDITURE
Rm
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Delay on sign-off of project
charters from work streams
Exco member sponsors to sign off
Exco
members
.09 July
Structures sign off Obtain Exco sign off
HR .31 July Sign off charters June .1 June .15 July
Finalise critical path July .25 June .09 JuneMeet all sponsors individually
July July July
Obtain signed off structures
July June End July
www.prasa.com
Draft critical path Obtain signed off structures
MERGER - INTEGRATION
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
completed Set up of Steercom Sign off chartersDraft charters and work plans Finalise critical pathMaster plan Engage all sponsors
This Month F/Cast
date
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FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): PRASA PROGRAMME MANAGEMENT
n/a n/a R0.0 R0.0 35% 40%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Establish PMO 55% 67% CompleteProject No. Project Title Strategic Pillar Impact Area PM framework 50% 55% Complete ENTERPRISE
PROGRAMME
MANAGEMENT
EMPO High Prasa Wide Business
Units, Divisions and
Subsidiaries
Prg Gov Framework 25% Complete
P Priority Framework 25% 40% Waiting Exco member sponsors
CPM & reporting 15% 30% Dependent of sign off
GCP & reporting 0% 28%
Establish officeDevelop positioning document
Re-alighed available resources
Interdependencies FinancialRisk (Escalated) None Baseline RmRisk Description Probability Impact Mitigation Escalation req. .+/-Change of scope Rm
Availability of Project Managers
High High Engage Executive
N/A
Budget approval and funding
High Agree scope and Deliverables
N/A .+/- Budget
Omissions
Rm
EPMO scope agreement High N/ACurrent Approved Rm
.+/-Forecast svgs (overruns)
Rm
Latest Estimate RmCommitted RmUncommitted RmTOTAL EXPENDITURE
Rm
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
None Positioning document June .1 July Tbd
Stategy document July .1 August .15 AugustPM Gov Framework July July JulyPRG Gov Framework August August Mid AugustGCP July July
Prioritisation model August AugustEPMO baseline report September
www.prasa.com
Workshop PM pk (divisions and subsidiaries)
Develop PM pack for PRASA Finalise divisional PMO links and support
This Month F/Cast
date
Complete Strategy documentResource EPMO
PRASA PMO; BENEFITS REALISATION, GCP
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
Develop Group Capital Program
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FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): Security 0 0 0 0% 0%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Project No. Project Title Strategic Pillar Impact AreaMilestones
% Progress - Last Month
% Prog- Curr Month Comments
Corporate Security Merger/integration
Security policy Strategic
security
guidance
National
Security Policy approved
100% 100% Approved
Corporate Security Structure
National
Structure approved
100% 100% Approved
Security theat, risk and vulnerability assessment
NationalConduct Security audit and appraisal on S/Meyl, Autopax and Intersite
50% 75% On track
Integrated Security Masterplan
National Development of integrated strategic security business plan
100% 100% Complete
Development of functional structures- Divisions and subsidiaries
National
Development of functional structures- Divisions and subsidiaries
75% 95% On track
Security Emmergency Prepadness Guidelines
National
Provide strategic guidelines for operational plans
90% 95% Draft Completed
Security operational procedures
National
Security Procedures (SOSP) for Business Units
95% 95% Compiled awaiting approval
Training and development
NationalEstablish Training and Development Strategy and roll out
95% 97% On track
Security contract consolidation
National
Consolidation and standardization of Contracts
85% 95% Obtained accreditation for own
AcademyStrategic interface
National Strategic stakeholder engagement and interface
85% 95% On track. MOU with SARP to be approved
Corporate ICT Security
ICT Security Policy
NationalDraft policy completed
95% 100% Completed
SLA with IT National On track 65% 80% On trackNational Call centre with IT
NationalProcess in planning phase
60% 75% On track
Interdependencies FinancialRisk (Escalated) BaselineRisk Description Probability Impact Mitigation Escalation req. .+/-Change of scope RmSecurity risks Inadequate competent security capacity .+/- Budget Omissions Rm
Lack of LogisticsLack of Security equipment Current ApprovedAbsence of Electronic Security Technology
.+/-Forecast svgs (overruns)
Rm
Latest Estimate RmCommitted Rm
Uncommitted RmTOTAL EXPENDITURE Rm
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Budget Engaging
Finance
HO, Divisions
and
Subsidiaries
Commenced
November 2009 Security policy Mar-09 May-09 Completed Security theat, risk and
vulnerability assessment Jun-09 Sep-09 Dec-09
Integrated Strategic Business planJun-09 Oct-09 Completed
Development of functional structures- Divisions and subsidiaries
Jun-09 Sep-09 Completed
Security Emmergency Prepadness Guidelines
Aug-09 Sep-09 Completed
Security operational procedures Jul-09 Sep-09 Nov-09Training and development Jul-09 Sep-09 Nov-09Security contract consolidation May-09 Sep-09 Nov-09ICT Security Policy Apr-09 Sep-09 Nov-09SLA with IT Apr-09 Sep-09 Nov-09National Call centre with IT Jul-09 Oct-09 Nov-09Strategic stakeholder engagement and interface
Mar-09 Sep-09 Nov-09
Corporate Security Merger/integration
Key Accomplishments This Period 4 week look ahead: Upcoming tasks
This Month F/Cast date
Integrated Security master Plan ICT Security PolicyTRA on S/Meyl, Autopax and IntersiteRoll out of capacity to divisions and subsidiaries
Registration of own academyContract Consolidation
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FUNCTIONAL AREA Metrorail Approved
budget (Rm) Rm
Current Forecast (Rm) Rm Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): Gauteng Metrorail
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Approval Of New Structure
100% 8%Complete
Project No. Project Title Strategic Pillar Impact Area Communication 100% - Ongoing & Up to dateGauteng Region Merger
Operations High Level Structure Implementation
96% 0% In progress
New Posts Evaluation 48% 0% In process
Systems Integration 65% 0% In progress
Interdependencies FinancialRisk (Escalated) None Baseline R2.5mRisk Description Probability Impact Mitigation Escalation req. .+/-Change of scope RmLabour's rejection of the new
region's structure
Low Low Readiness of REXCO to discuss the requests for changes as shall be proposed by the Labour
Unions
Not Yet
.+/- Budget Omissions Rm
Current Approved R2.5m
.+/-Forecast svgs (overruns)
R2.5m
Latest Estimate R2.5mCommitted Rm
UncommittedTOTAL EXPENDITURE R350 000.00
Issues Action Plan Person Responsible Due Date Milestones Baseline Month Previous Month F/Cast date
This Month F/Cast date
Labour's buy-in of the regions'
structure
Regional Manager Oct-09 Approval of New
Structure
From July 2009
Appointment of critical grades
still lagging behind
HOD,Regional Manager & CEO From 1 November
2009
Communiation Plan From May 2009
Process of evaluation of new
positions taking too long,with HO
HR being the main drivers
Regional Manager 31-Aug-09 High Level Structure
Implementation
From May 2009
New Posts Evaluation Aug-09
Systems Integration Nov-09
www.prasa.com
Equipment evaluations & performance
Key Accomplishments This Period 4 week look ahead: Upcoming tasksAcceptance of the structure by the Labour Unions and sign-off
Continue to put pressure on HO HR for the finalisation of the
evaluation process
Fast-track the recruitment of critical grades(Departmental Heads appointments was the
cause for delays in some of the positions)
Communication of the merger project plan with both Regions' Labour UnionsOpen discussions on the status of the merger with labour during roadshows
Continue to engage with Labour
24
FUNCTIONAL AREA Prasa Approved budget (Rm) Rm Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): MetrorailRelevant Deliverables: Key Milestones % Progress - Last
Month% Prog- Curr Month Comments
Project No. Project Title Strategic Pillar Impact Area TSM Blueprint 85% 90% In ProgressTotal Station Management
Operations Review and sign off of NGS Document
60% 70% Engagements have started
Develop maintenance model and the structure
70% 95% Due Deligence and Business Model Reports have been finalised
Station Grading 85% 90% In ProgressIntegration of S/ Meyl/ Autopax
50% 50% In Progress
SNP Specification sign off
70% 75% Training in progress
1st Phase
Implematation
70% 78% Plans have been finalised-to be aligned with Infrastructure and TFM
Interdependencies FinancialRisk (Escalated) Funding and 1st Phase
Implementation
Baseline R0
Risk Description Probability Impact Mitigation Escalation req. .+/ -Change of scope R0
.+/ - Budget Omissions R0
Current Approved R0
.+/ -Forecast svgs (overruns)
R0
Latest Estimate R0Committed R0
Uncommitted R0TOTAL EXPENDITURE R0
Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/ Cast date
Engage ProcurementAllan Gangiah 30-Aug-09
Team that identified the functions to design structures for different
types of stations
Thandeka Xhakaza and Norma Zulu 30-Sep-09
TSM Blueprint From Feb 2009 30-Sep-09 30-Jan-10
Training started although
deadline was not met
Allan Gangiah and Johannes Mamabolo
15-Aug-09 Review and sign off of
NGS Document
From June 2009 Feb-09 28-Feb-10
Develop maintenance model and the structure
From July 2009 30-Sep-09 30-Oct-09
Station Grading(1st Phase)
From Feb 2009 28-Sep-09 30-Dec-09
Integration of S/ Meyl/ Autopax
From May 2009 30-Oct 30-Jan-09
1st Phase implementation
Oct-09 1-Oct-09 1-Dec-09
www.prasa.com
This Month F/ Cast date
Job grading and evaluation of high level positions
Appointment of Corridor Managers
Implementation of first phase
Improved Customer Experience
Appointment of Project Manager
Key Accomplishments This Period 4 week look ahead: Upcoming tasksTFM to be presented to Prasa EXCO for approval
Finalisation of Station Grading Model-1st Phase
Change Management Process
Issues
Finalisation of the station level structure and
appointments of top level structure
Skills assessment/ audits
25
FUNCTIONAL AREA PRASA STRATEGIC INTEGRATION PLAN
APPROVED BUDGET (RM)
CURRENT FORECAST (RM)
COMMITTED VALUE (RM)
EXPENDITURE (RM) PLANNED PROGRESS %
ACTUAL PROGRESS % OVERALL STATUS
FOCUS AREA (IF APPLICABLE) DEMAND AND SERVICE
INTEGRATION PLAN
R0 R8m R0m (Can spend R1m
09/10)
80% 5%
RELEVANT DELIVERABLES KEY MILESTONES % PROGRESS - LAST MONTH
% PROGRESS - CURRENT MONTH
COMMENTS
∙Demand assessment for commuter, intercity and new rail technology opportunities
0% 5% on-going
∙Capacity assessment of current system 0% 0% on-going
PRASA Strategic Plan Service Qulity & Passenger Growth
PRASA Business National ∙Technology application on rail opportunities 0% 0% on-going
∙Integration Plan for PRASA business 0% 0% on-going
- Tender briefing and tender closing 22 Oct 09 - Executive briefing - Project confirmed
∙Business Unit Business PlansRISK DESCRIPTION PROBABILITY IMPACT MITIGATION ESCALATION REQ ∙PRASA Integration ProcessSufficient budget High PRASA strategy and
fundingFunding of project
GCEO ∙Updating of CAPEX requirements
Lack entity involvement High Integration awareness
ACTION PLAN PERSON DUE DATESteer Com DvdWalt November 2009
∙Obtain approval of Project Charter 12.03.09 30.09.09 10-Jan∙Obtain approval and support from Business Units 12.03.09 12.10.09 10-Jan∙Evaluate tenders 09.04.09 25.10.09 10-Jan∙Set up Steering Committee 30.09.09 30.10.09 10-Jan∙Confirm the budget availability 12.10.09 12.10.09 10-Jan
PRASA service/corridor/route plan for future integrated mobility
Tender evaluation
PROJECT NO. PROJECT TITLE STRATEGIC PILLAR IMPACT AREA
4 Week Look Ahead; Upcoming TasksKEY ACCOMPLISHMENTS: THIS PERIOD
INTERDEPENDENCIES FINANCIAL
MILESTONES BASELINE MONTH PREVIOUS MONTH FORECAST DATE
THIS MONTH FORECAST DATE
Appointment of successful bidder
ISSUES
RISK (ESCALATED)
Formalise project
Baseline R6m +/- Change of scope R3m +/- Budget Omissions Rm ------------------------- Currently Approved R1m +/- Forecast svgs (overruns) ……………………. Latest Estimate R9m Committed - Uncommitted - TOTAL EXPENDITURE -
BUDGET NOT CONFIRMED
26
FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): PRASA Change Management Office
n/a n/a R0.0 R0.0 5% 5%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Develop change framework
25%35%
Project No. Project Title Strategic Pillar Impact Area Set up CMO 15% 80% Change
ManagementPRASA Integration
Change training and support
5% 10%
Interdependencies FinancialRisk (Escalated) All Integration
projectsrequiring change management
Baseline Rm 6.895
Risk Description Probability Impact Mitigation Escalation req. Integration project office
.+/-Change of scope Rm 0
Different approaches to change
due to large number of
consultants
HIGH HIGH Liaise with eternal consultants and train on model
None
.+/- Budget Omissions
Rm
Current Approved Rm 6.895
.+/-Forecast svgs (overruns)
Rm 0
Latest Estimate Rm 0Committed RmUncommitted Rm 6.895TOTAL EXPENDITURE
Rm 6.895
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Sign off values June .1 July Tbd Launch values July .1 August .1 August Change agent training July July July Quick wins
implementationAugust August Mid August
www.prasa.com
This Month F/Cast date
Developed principles for CMO Train change agents
Change Management
Key Accomplishments This Period 4 week look ahead: Upcoming tasksAgreed draft CMO Structure Identify projects requiring changeDeveloped change mdel Finalise change agent trainingConducted culture training Finalise change management tools
27
MilestonesBaseline Month
Prev Month F/Cast date
This Month F/Cast date
Launch values November September 27 November
Analytical review November November Nov/Dec
Risks (Escalated)
Risk description Probability Impact Mitigation Escalation req.
• Launch date not finalized High High Communicated upwards
Done
Key Accomplishments this period4 week look ahead: Upcoming
tasks
• Refined HR launch requirements document
• Finalised policy review• Identified key initiatives through the
analytical review• Conducted first round of HR interviews
• Conduct 1st round of validation workshops (HR)
• Conduct GM validation workshop• Launch values
Interdependencies – Marketing & Communications Dept
Relevant Deliverables – VAUES & CULTURE
Project No. Project Title Strategic Pillar Impact Area
Values and Culture HR
Issues Action plan Person Resp Due Date
None
Division:
Key Milestones
% Prog Last
Month
% Prog Curr
Month
Comments
Prepare for launch
20% 35% Launch planned developed, needs sign-off
Engage with Change agents
5% 10%Will be done upon confirmation of launch fate
Launch values
0% 0% As per launch plan
Develop phase 4 methodology
75% 100% Complete
Policy review 0% 100%Phase 4 report
0 75%Needs to be finalised once HR interviews are complete
Planned progress
50%
Actual progress
45%
Overall status
Focus Area (if applicable):
PRASA
PRASA Values
FUNCTIONAL AREA Approved budget (Rm)
Rm8.274
Current Forecast (Rm)
Rm8.274
Committed Value (Rm)Rm3.932
Expenditure(R)
Rm3.932
Financial
Baseline Rm7.092
+/- Change of Scope Rm1.182
+/- Budget Omissions
Currently approved Rm8.274
+/- forecast svgs/(overruns)
0
Latest Estimate Rm8.274
Committed Rm3.932
Uncommitted Rm4.342
TOTAL EXPENDITURE Rm8.274
28
FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): Human Capital Management
n/a n/a R0.0 R0.0 70% 40%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Structures (Macros) 50%80%
Legal, Procurement and finance (need to revist their structures)
Project No. Project Title Strategic Pillar Impact Area Policies 80% 90% Consultation s and approvals Human
Capital Management
PRASA
Integration
Stabilization People Management Remuneration Policy
and Philosophy
0% 80% Consultation with Unions
Talent Management 30% 90% Has been presented to HRC & being amended.
Harmonization 40% 70% Has been presented to Exco & jected on the basis of the costs involved.
Interdependencies FinancialRisk (Escalated) GCEO Approval of
structuresBaseline Rm 0
Risk Description Probability Impact Mitigation Escalation req. .+/-Change of scope Rm 0
No role clarity, especially
between Corporate, Divisions and
Subsidiaries
HIGH HIGH Corporate Structures need to be finalized
None
.+/- Budget Omissions
Rm
Current Approved Rm 0
.+/-Forecast svgs (overruns)
Rm 0
Latest Estimate Rm 0.000Committed RmUncommitted Rm 0TOTAL EXPENDITURE
Rm 0%
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Process on finalization of
structures
Exco to take
decision (Some
of the Dept to
finalise their
structures)
Executives
and GCEO
End Nov 2009
Cost of harmonization
unaffordable
Explore affordable alternatives to harmonize benefits.
GEHR End July 2010 Harmonizatin of benefits July Oct Nov
Policies July Oct Nov
Structures July Oct Nov
Talent Management July Oct Nov
www.prasa.com
Training and Development - reviewed alignment and finalized policyShared Services Model developed, draft.
Benefits harmonization - costing and alternatives
Talent Management
Remuneration Philosophy
This Month F/Cast date
Structurres, Policies and Remuneration and Benefits
Key Accomplishments This Period 4 week look ahead: Upcoming tasksSubsidiaries have finalizeed structures awaiting approvalMetrorail Structure approved and populated
IT and Metrorail Structures approved
Policies submitted for approval and inputs
29
New Group SCM Policy Roll-out & Implementation
•No Project Status submitted.
•Updated project plan submitted.
31
FUNCTIONAL AREA Corporate
Affairs
Approved budget (Rm) Rm
Current Forecast (Rm) Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): R15m R10m R5m
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Project charter and plan 0 50 presentstion 23/10/09Project No. Project Title Strategic Pillar Impact Area Launch of values 0 80 on-going
Marketing
Strategy
increase
revenue, and
patronage and
market share
high group launch of staff newsletter 50 50 on-going
Communicati
ons Strategy
Positive and
brand building
messages to
stakeholders
high group Branding & opening of Umjantshi house 50 70 on-going
Processes for engagement with Business Units 50 100 completeMarketing & Communication Workshop- Corporate & BU's 0 100 complete
FIFA Draw Display/ activities/ media campaign 0 60 on-goingFestive Season Media campaign 0 50 on-goingLaunch of Cape Town station/ Branding and wayfinding signage
50 60 on-going
Key Accomplishments This
Period
4 week look ahead: Upcoming tasks
First Phase Brand implementation introduction of
PRASA World
Cup media
campaignAppointment of a Marketing and
Commucation Services Provider
launch and branding of Cape Town station
Interdependencies Financial
Risk (Escalated) FIFA Risk Description Probability Impact Mitigation Escalation req. DOTBrand management high appoint
service provider
business units Business Units
Image & Reputation management high appoint service provider
business units Commuters
Issues Action Plan Person Responsible
Due Date
Project charter and plan Oct-09 none 2-DecLaunch of values nov 27-Novlaunch of staff newsletter nov 27-NovBranding & opening of Umjantshi house oct DecemberProcesses for engagement with Business Units nov NovemberMarketing & Communication Workshop- Corporate & BU's nov 12-Nov
FIFA Draw Display/ activities/ media campaign oct Nov- DecFestive Season Media campaign nov Nov - DecLaunch of Cape Town station/ Branding and wayfinding signage oct 2-Dec
Group Marketing & Communcations Strategies
Milestones Baseline Month Previous Month F/Cast
date
This Month F/Cast
date
Baseline R15m +/- Change of scope Rm +/- Budget Omissions Rm ------------------------- Currently Approved +/- Forecast svgs (overruns) ……………………. Latest Estimate Rm Committed Uncommitted TOTAL EXPENDITURE Rm
33
FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): PRASA Funding Requirements
R0.0m R0.0 R0.0 R.0m 0% 0%
Relevant Deliverables: Key Milestones % Progress - Last Month
% Prog- Curr Month Comments
Table treasury policy 0% 0% Date yet to be determined
Project No. Project Title Strategic Pillar Impact Area Obtain BOC approval 0% 0% Awaiting ARM submission.
Alternative sources of finance
Funding High PRASA Implement policy 0% 0% Awaiting BOC approval.
Securitisation Submit alternative funding options to DOT/Treasury
0% 0% Awaiting Board/DOT approval.
Property Unit Trusts and Property Loan stocks
BOT/PPP Development Finance Institutions
Interdependencies FinancialRisk (Escalated) None Baseline R0.0mRisk Description Probability Impact Mitigation Escalation req. .+/-Change of scope R0.0mTreasury policy not approved High High All BU's
consult corporate finance for treasury issues
Audit committee
.+/- Budget Omissions
R0.0m
Current Approved R0.0m
.+/-Forecast svgs (overruns)
R0.0m
Latest Estimate R0.0mCommitted R0.0mUncommitted R0.0mTOTAL EXPENDITURE
R0.0m
Issues Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
No policy, no borrowing plan GCFO/ S Mathobela
11/31/2009
Table treasury policy Jun-09 Oct-09 Nov-09Obtain BOC approval Jun-09 Oct-09 Nov-09Implement policy Jun-09 Oct-09 Nov-09Submit alternative funding options to DOT/Treasury
Jun-09 Oct-09 Nov-09
www.prasa.com
Treasury policy and funding
Key Accomplishments This Period 4 week look ahead: Upcoming tasksDraft policy presented to Exco (Subject to the
approval of a Borrowing Plan)
N/A
This Month F/Cast date
Set-up a date for ARM meeting to present the treasury policy
Action Plan
37
FUNCTIONAL AREA PRASA Approved
budget (Rm) Rm
Current Forecast (Rm)
Rm
Committed Value
(Rm) Rm
Expenditure (Rm) Rm Planned progress % Actual progress % Overall status
Focus Area (if applicable): Intersite FM Unknown R 45 Nil R 0.70 0% 0%Relevant Deliverables: Key Milestones % Progress - Last
Month% Prog- Curr Month Comments
Project No. Project Title Strategic Pillar Impact Area1 Due Diligence Property and
Asset Development
Medium FM Due diligence report 100% 100% Complete and reviewed by
CEO's2 Business Model FM Business model report 100% 100% Complete and reviewed by
CEO's3 Implementation
Plan
FM Implementation plan 95% 100% Reviewed by CEOs and recommended division of work done by National Working Team, to be submitted to next Steercom.
Interdependencies FinancialRisk (Escalated) Baseline RmRisk Description Probability Impact Mitigation Escalation req. .+/-Change of scope RmChanges in Exco or Management low high Team
consensus
no PRASA/Intersite/Metror
ail/Shosholoza
Meyl/Autopax/TSM–
executive, management
and operational levels
Management of expectation gap high high defined responsibility +
ring fenced project
deliverables
no Intersite/ICT
Dissatisfaction with Intersite
Service Delivery
high high detailed
planning
no Intersite/Corporate Security (who will retain responsibility)
.+/- Budget Omissions Rm
Reputational
high high early identification
pro active interventions
no Intersite/RSR
Lack of uniformity of SLAs and SLSs
high high Detailed
documentation
no Intersite/PRASA/Public
sector stakeholders
Current Approved Rm
Reduction in asset life Eroding asset value
high high backlog
maintenance
yes for budget Intersite/PRASA/Private
sector stakeholders
ICT/Technology
high high Incorporation
into ICT strategy
yes Intersite SHEQ/operators/contractors/suppliers
.+/-Forecast svgs
(overruns)
Rm
Poor management decisions based on lack of information
med med improved
strategy
no Intersite Advertising/TSM/PRASA/agencies
Lack of qualified FM resources
med high refined recruitment +
training
no unless for budget Intersite/commuters/oth
er users
Latest Estimate Rm
Deterioration of station/intermodal environment
high high improved planned
maintenance
no unless for budget Committed Rm
Increase in arrear rental collections
low in formal sector. High in informal and residential
low Residential
strategy and
lease review
yes for strategy
Staff dissatisfaction/union involvement
high high change
management
and
communication
yes to add credibility Uncommitted Rm
Lack of financial resources to implement FM Model
high high resourcing
strategy
No - outside the scope of this project.
New proposal if required
TOTAL EXPENDITURE R.70m
Issues Action Plan Person Responsible
Due Date Milestones Baseline Month Previous Month F/Cast date
Obtaining agreement from Exco/Steercom to FM Model to covert planning into defined deliverables based on implementation plan in time to meet due date
Presentation
18th September
Turner &
Townsend
14th Sept 2009
Intersite to consider division of
work to enable Implementation
Plan
Presentation
22nd Oct
Presentation = T&T.
Appointment of resources =
Intersite
22nd Oct 2009
www.prasa.com
Key Accomplishments This Period 4 week look ahead: Upcoming tasksImplementation Plan Presentattion Due 22nd Oct
This Month F/Cast date
Ninteen subprogrammes
identified and priritized for roll
out purposes, endorsement for
final implementation to be
presented to next PRASA Exco
by CEOs Steercom.
Implementation plan deliveredRing fenced future projects. Provide proposals with defined deliverables- keys to success. Possible assistance from external service providers
39
INTEGRATED TICKETING SYSYTEM
No Project Status:
Awaiting Motivation for initiating the Integrated Ticketing System project. At this stage there is no project plan and dashboard.
41
Development of IT Governance Structure
•No Project Status submitted.
•No Updated project plan submitted.