1 / 24

A Client-Centered Approach to Prioritizing and Managing Development Projects

A Client-Centered Approach to Prioritizing and Managing Development Projects. February 15 , 2012, 1:15 pm Garry Sagert. Presentation Purpose. To provide a high-level overview of the University of Victoria’s client-centred approach to prioritizing and managing information systems projects.

grazia
Télécharger la présentation

A Client-Centered Approach to Prioritizing and Managing Development Projects

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. A Client-Centered Approach to Prioritizing and Managing Development Projects February 15, 2012, 1:15 pm Garry Sagert

  2. Presentation Purpose • To provide a high-level overview of the University of Victoria’s client-centred approach to prioritizing and managing information systems projects

  3. Presenter Background • $21M project upgrade to admin systems • Institutional Portal • Banner Finance, HR/Payroll, Student Records, Fundraising, Workflow, Imaging • FAMIS Facilities Management • Sun Identity Manager • SAS Business Intelligence

  4. University of Victoria • Comprehensive Research University • Primary campus in Gordon Head • 20,000 students • 4,700 employees • $300M annual budget • $100M in research funding

  5. University Systems • Provides comprehensive information services in support of research, teaching and administration • 175 employees • $15M annual budget

  6. Information Systems Activities • Research • WestGrid, Neptune, Venus, Climate Modelling • Teaching • Labs, Learning Systems, Multimedia, Plagiarism Detection • Administration • Student Records, Payroll, Finance, Facilities Management, Fundraising, Procurement, Research Admin, Business Intelligence

  7. University Systems • Chief Information Officer • Three Directors: • Infrastructure • Data Centres, Servers, Network, Telephone, Information Security Team • Academic and Admin Services • Help Desk, Labs, Learning Systems, Multimedia • UVic Online • Online Presence, Administrative Software, Project Management Office, Identity Management

  8. Challenges • Clients like to call developers directly • Ensuring appropriate project prioritization • Fair and transparent resource allocation • Scaling the model to deal with big projects • Being competitive with external providers • Managing projects that don’t fit the model • Scope creep

  9. Solution Overview • Functionally-oriented governance structures guide prioritization • Notional allocation of developers to functional areas sets expectations • Comprehensive project management framework manages scope and resources

  10. Information Systems Governance Workflow Who Where What • Strategy • Governance • Enterprise portfolio • Policy Information Systems Steering Committee VPs, AVPs, Deans, Executive Directors • Student labs • Learning management • Audio Visual • Classroom technology Educational Technology Advisory Committee Deans, Faculty, AVPs, LTC • Data centres • Capability & capacity • Storage • Proposals Researchers, Faculty, AVP-R, & Research Office Research Computing Steering Committee • Scheduling • Resource allocation • Project oversight • Prioritization Student, Finance, HR, Advancement, Facilities, Research Admin, & Systems Administrative Systems Operating Committee Priorities Objectives oups Working Groups Inform New Projects Monitor Project Review Committee

  11. Information Systems Steering Committee • Meets monthly • Assess degree of fit within strategic plan • Campus-wide I.S. policies and standards • Link to other senior level committees • Provide guidance to strategic planning

  12. Information Systems Steering Committee Members Purpose The ISSC is designed to manage the portfolio of information systems investments. This council is central to the successful functioning of the governance process. It will ensure the I.S. decisions have strategic fit, functional utility, and balanced investment across the institution. Setting objectives and establishing institutional criteria for prioritizing I.S. initiatives will be done by this committee. The ISSC will oversee Information systems policies, strategic plans, and organization. Objectives • Administer the I.S. governance process • Represent all I.S. stakeholders across campus • Recommend priorities for I.S. initiatives • Assess degree of fit for I.S. initiatives within the Vision for the Future • Provide advice for allocating resources and funding for I.S. initiatives • Monitor progress of I.S. initiatives • Assess benefits realization of I.S. initiatives • Recommend campus-wide I.S. policies and standards • Link to other senior level university committees • Provide guidance to the development of I.S. strategic planning Logistics The Information Systems Steering Committee will meet monthly. Committee members cannot delegate their role to a subordinate. Agenda will be prepared by the CIO.

  13. Administrative Systems Operating Committee • Meets quarterly • Focuses on new projects, enhancements, and operational issues • Governed systems include all Student, Finance, Human Resources, Facilities, Advancement, and Research Administration systems, not just Banner • Mandate includes plans, projects, priorities

  14. Administrative Systems Operating Committee Members Purpose The purpose of the Administrative Systems Operations Committee (ASOC) is to focus on new projects, enhancements, and operational issues for administrative systems. The systems governed by this committee include all Student, Finance, Human Resources, Facilities, Advancement, and Research Administration applications. All plans, projects, and priorities applicable to administrative information systems is within the mandate of ASOC. Objectives • Provide input and guidance to ongoing administrative systems operations, support efforts, and enhancements • Approve priorities for administrative systems work • Recommend resource allocation and funding for administrative systems work within University Systems • Assess degree of fit for new administrative systems projects within the Vision for the Future • Monitor progress of administrative systems enhancements and projects • Assess benefits realization of new administrative systems projects • Discuss impacts of administrative systems changes to campus processes, policies, and standards • Monitor staff implications of information system socialization (change management, training, and union issues) • Resolve escalation of issues across departmental and unit boundaries • Facilitate integration of information systems and data across functional boundaries • Approve terms of reference for functional working groups Logistics The Administrative Systems Operations Committee will meet quarterly. Prior to significant go-lives, such as a new Banner upgrade, the committee may meet more often. Committee members cannot delegate their role to a subordinate. Agenda will be prepared by the CIO. A comprehensive review of priorities will happen at least annually in June to help prepare for service plans. University Systems will hold a dual role on this committee. They are a service provider to the process and they are also a functional group with a request list.

  15. Functional Working Groups • Exist for each functional area, including Student, Finance, Human Resources, Facilities, Advancement, and Research Administration • Meet monthly • Prioritize initiatives within respective areas

  16. Student Systems Working GroupTerms of Reference Members Purpose The purpose of the Student Systems Working Group is to focus on decisions related to processes and projects needed to support student information systems. The systems governed by this committee include support for Student Affairs, faculty administration, University Secretary, Student Accounts Receivable, and Institutional Analysis and are referenced as ‘Student Systems’ in the objectives below. Objectives • Recommend approval of project charters and project plans to the Administrative Systems Operating Committee (ASOC) • Assess prioritization of student system project initiatives based on functional demands and resource availability • Provide list of planned projects to ASOC with recommended prioritization and ranking of these projects • Review the student systems Project Lite list (projects under 20 person-days) and determine if prioritization and resource allocation meets the needs of the University • Provide guidance to ongoing student systems initiatives • Ensure the production student systems are meeting their objectives, (such as timeliness of reporting, or capacity to handle registration volumes) • Resolve issues that student systems project teams cannot • Review student systems risks • Recommend approval of student systems projects scope, schedule, and budget changes to ASOC • Monitor progress according to plans for student systems projects • Develop policies, procedures, and standards for the use of student systems on campus • Monitor socialization (change management) of student system implementations • Provide advice for allocating University Systems resources to student systems • Review critical incidents with student systems to improve quality of service • Provide point of contact for bringing forward all new student initiatives Logistics The Student Systems Working Group will meet monthly. Members cannot delegate their role to a subordinate.

  17. Prioritization Criteria

  18. Notional Resource Allocation • Each functional area is granted a notional allocation of base-funded resources • Notional allocations approved by ASOC • If notional allocation is sufficient to achieve objectives of functional working group, further intervention by ASOC is not required

  19. Notional Resource Allocation

  20. Project Management Process • Project Review Committee (PRC) • Charter project • Plan project • Provide weekly status updates • Project closeout report

  21. Functional Area Steering Committee Priority List Project Charter Initial Idea Sufficient Resources At Hand? No Yes Planning Executing Closing Funding Request

  22. ASOCFunding Model Functional project list • University Systems base funding of notional allocation • Recommended to ASOC by Admin Working Groups Base funded • One-time project funds • Example: Research Administration Info System fund Project funded Approved by ASOC Ancillary funded • Ancillary department funded • Example: Housing System Fee for service • Client sponsored and funded • Beyond capacity of functional units and University Systems at this point in time Waitlist

  23. Brining it all Together • Full project list and status reviewed at ISSC for fit with strategic plan • Challenged projects reviewed at ASOC for possible project funding or potential changes to notional resource allocation • Project priorities within each functional area set by working group • Project expertise provided by PRC

  24. Questions? • Email Garry Sagert gsagert@uvic.ca • Phone (250) 721-7692

More Related