Disclaimer: We are using the generic frameworks below to guide our discussions with the CIO on Portfolio Management and Project Management at the University. They are not to be interpreted as adopted and/or mandated frameworks within the University.
Project Life-Cycle (Portfolio Lens)
- Identify: Project identified by Divisional IT Council, work with and submit to PPO* with basic information
- Triage: Project categorized as Strategic, Tactical or Operational. Determine if it needs to go through Project Review Board (IT PRB)
- Propose: Requester(s) and PPO develop brief proposal
- Review: Reviewed and prioritized by PRB in alignment with Strategic Priorities set by IT Strategy Council (IT SC)
- Fund: Funding reviewed and approved by appropriate group/division/executive
- Execute: Project queued for execution by executing unit(s). Periodic reporting to IT PRB and IT SC
- Close: Upon completion, retrospective by PRB. Also identify follow-up project(s). Update Service Catalogue
- Sustain: Deliverables are maintained and supported till end of life
Projects are classified as one of the following and an appropriate Project Management strategy is followed.
Project Management Strategy
|PM Rigor||PM Assignment||PM Strategy|
|Tactical Projects||Varies: Full-Limited||Varies: PM or Manager/Supervisors||
Project Management Life-Cycle
|Stage||PMBoK Stage||Templates, Tools||Input||Output||Activities|
PM Strategy: Whether project will go through PPM rigor or not?
- Portfolio & Project Management tool(s) will be needed
- Tool should not become a distraction to the overall rollout
- Focus is on People and Processes, keep it simple in the early stages of PPM
- Nevertheless, sooner than later Portfolio & Project Management tool(s) will be needed
- Fewer and integrated tools are better
- Tool requirements to be formulated by PMO and tools procured. In the interim: leverage existing tools including Office 365 suite