Transcript IT Project and Portfolio Management at WVU

IT Project and Portfolio
Management at WVU
Sid Morrison, CIO and Associate Provost
Amy Baker, CTO
Bob Haring-Smith, Project Portfolio Coordinator
Project Management, circa 2000
Problems
• Lack of coordination and control
• Users had little or no responsibility
• OIT was held accountable for things beyond
our control
Project Management, circa 2000
Solutions
• Directives
• Oversight Committee
• Project Management Office
Project Management Tools
Resources, resources, resources
Better planning for and execution of resource
allocation drove . . .
• Decision to obtain portfolio management
system
• Choice of system (IBM’s Rational Portfolio
Manager)
• Focus during implementation of the system
• Scheduling of projects
Project Approval Process
• Round 1: Who cares, and Why?
– Champions and Proposers
– What impact will project have?
– What risks will it mitigate?
– How does it fit the university’s goals?
• Round 2: How, and how much
– High level plan
– Resource needs (financial and human)
Future Steps for the PMO
• All PMs utilizing the Project Portfolio
Management System
• Project Management services and
training offered to campus
• Continue to work with AAIMS to refine
administrative process
For More Information
Project proposal forms and other
information about the approval process
and the project management office are
available at
http://oit.wvu.edu/oit/aaims/
Questions
•
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How are projects managed on your
campus? Do you have a means for
analyzing your whole portfolio of
projects?
Do you have a project management
office? What services does it provide?
Who establishes priorities for IT
projects on your campus?
Questions (cont.)
• How do you ensure that IT projects
carried out within a subunit don’t
duplicate (or work at cross purposes to)
similar efforts elsewhere on campus?
• When an IT project is carried out for the
benefit of a particular office on campus,
how are staff from that office
incorporated into the project team? In
particular, who manages the project?