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.

Portfolio Life-Cycle

Portfolio Management typically involves steps shown below:

Project Management steps: Measure, Strategy, Prioritize, Intake

With an Institutional Strategy in place, let us focus on taking in IT Projects, analyzing how they align with Strategy and then prioritizing Projects for execution. This life-cycle can be governed as shown below:

PMO Governance

Note: Terminology used is standard terminology used across various industries. Terms and names will change as processes are customized to meet University specific needs.

 

 

 

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)

  1. Identify: Project identified by Divisional IT Council, work with and submit to PPO* with basic information
  2. Triage: Project categorized as Strategic, Tactical or Operational. Determine if it needs to go through Project Review Board (IT PRB)
  3. Propose: Requester(s) and PPO develop brief proposal
  4. Review: Reviewed and prioritized by PRB in alignment with Strategic Priorities set by IT Strategy Council (IT SC)
  5. Fund: Funding reviewed and approved by appropriate group/division/executive
  6. Execute: Project queued for execution by executing unit(s). Periodic reporting to IT PRB and IT SC
  7. Close: Upon completion, retrospective by PRB. Also identify follow-up project(s). Update Service Catalogue
  8. 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 RigorPM AssignmentPM Strategy
Strategic InitiativesFullPM
  • Requires a detailed level of Project Management with the involvement of a Project Manager for planning, execution, release and sustainability planning (example: Academic Toolkit renewal, NGSIS)
  • Assigned a Project Manager from a pool of PMs reporting into PMO
Tactical ProjectsVaries: Full-LimitedVaries: PM or Manager/Supervisors
  • Project Management needs vary; ranging from detailed on certain projects (example: OUAC upgrade) to limited (example: Wireless upgrades)
  • Assignment of a PMO Project Manager varies on a case-by-case basis
Operational ProjectsLimitedManager/Supervisor
  • Project management needs are typically limited, primarily reporting of status and resource utilization
  • Project Management provided by Manager/Supervisor or Technical Leads on the ground
  • Managers/Supervisors are trained in best practices of PM
  • Report high level status of operational projects/tasks to PMO

Project Management Life-Cycle

StagePMBoK StageTemplates, ToolsInputOutputActivities
IdentifyInitiate
  • New program/project request
    Preliminary and minimal nugget of information
  • Preliminary Project definition and attributes, enough for triage
  • Log new project with basic information
TriageInitiate
  • Basic project information
  • Project classification

  • PM Strategy: Whether project will go through PPM rigor or not?
  • Discussion between requesting division, executing division and PPO
ProposePlan
  • Basic project information needing PPM rigor
  • Brief project proposal, including ballpark costs
  • Working group to develop proposal, led by executing IT unit
ReviewPlan
  • Project proposal
  • Approved and prioritized project proposal OR proposal sent back for revision OR proposal sent back for consolidation with other project proposal(s)
  • Project Review Board (PRB) reviews proposal considering alignment with strategic priorities set by Strategic Council (SC)
FundPlan
  • Discussions and revisions recorded in PPM tool
  • Project proposal approved and prioritized by PRB
  • Funded project. Proposal may need modification due to funding constraints or phased funding
  • Budgetary review by funding source(s)
ExecuteExecute
  • Approved and funded Project proposalÊ
  • Project/product release(s)
  • Planning & Execution (Waterfall or Agile method) led by PPO or Division PM
  • Periodic reporting to PRB and SC
CloseClose
  • Completed project
  • Lessons learned, improvement areas
  • Identification of follow up projects
  • Start executing sustainability plan
  • Updated Service Catalogue
  • Retrospective

Tools Strategy

  • 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