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Seminar

05P: Building Successful IT Governance,


Portfolio, and Project Management Processes

12:30 12:45

12:45 1:00

1:00 1:45

1:45 2:15

2:15 2:30

2:30 3:15

3:15 3:45

3:45 4:00

4:00

Michael Hites, Kelly Block, and Cynthia Cobb


Tuesday, October 27, 2015 | 12:30 p.m. 4:00 p.m.



Greeting and Review of Schedule and Workshop Goals (Michael Hites)

Group Interactive Activity 1: Group Discussion Reflection on
participants challenges and successes with IT Governance and PPM

IT Governance in Higher Education (Kelly Block)

Group Interactive Activity 2: Build an IT Governance Model

Break

Portfolio and Project Management Implementation (Cynthia Cobb)

Group Interactive Activity 3: Implementation planning for portfolio and
project management function

Group discussion and Q&A

End of Workshop

EDUCAUSE 2015 Seminar 05P


Building Successful IT Governance, Portfolio, and Project Management Processes
- Agenda -

Workshop Seating
1. Small Schools 10K students or less BLUE
2. Medium Schools 10K to 20K students GREEN
3. Large Schools - > 20K students - BLACK
4. Mixed Mixed group / No Preference PURPLE

10/16/2015

Building Successful IT Governance, Portfolio, and


Project Management Processes
Michael Hites Kelly Block Cynthia Cobb
Copyright Michael Hites, Kelly Block, & Cynthia Cobb 2015. This work is the intellectual property of the author. Permission
is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement
appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate
otherwise or to republish requires written permission from the author.

10/16/2015

Abstract
Jointhisseminartofocusonthehumanand
technicalaspects,considerations,andbarriers
whenimplementinganITgovernanceprocess.
Learnhowtodesignastrategicgovernance
processtofityourorganizationandhowto
developtheprocessesandtoolsforportfolioand
projectmanagementtosupportthegovernance
processandsuccessfullyexecuteprojects.

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Learning Objectives
Determineconsiderations,options,andbarriers
forimplementingITgovernance
DesignITgovernancetofityourowninstitution
Explorethedesignandimplementationof
portfolioandprojectmanagement

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Workshop Overview
1. IntegrationofITGovernanceandPortfolioand
ProjectManagementforSuccess
2. ITGovernanceinHigherEducation
3. PortfolioandProjectManagement
Implementation
Threegroupexercises

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Workbook Contents
1. Presentation
2. Exercises
3. Supplementalinformation
1. SelectITgovernancereferences(Educause,ECAR,PMI
references)
2. Examplematerialssuchascharter,reports,resource
forecast
3. Projectandprogrammanagementtoolkits

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IT Planning in Higher Education

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Strategy sets destination; governance


provides route

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IT Governance
Who,Why&Howto
allocateITresources
ITGovernancedefines
theprocesses,
components,
structures,and
participantsformaking
decisionsregardingthe
useofIT

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ITG Why is it important?

Decisionmakingandtransparency
StrategicalignmentofenterpriseandIT
Resourceallocationandmanagement
Performancemanagement
Collaboration
Standardsandpolicy
Transparency
Faculty,staffandstudentsaredifferent

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EDUCAUSE Center for Applied Research


ECAR Research Study 5, 2008 FINDINGS
PositivefactorsforITGeffectiveness:
ActivedesignofITG
AbilityofITGparticipantstodescribeITGaccurately
Frequencyofparticipation,providinginput,taking
partindecisionmaking
ITGinvolvementinformalprojectreview
ITGinvolvementininstitutionalbudgetaryprocess
IncorporationofmeasurementandreviewinITG
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Do you need ITG?

Nowwhat?

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Making it work: Portfolio and Project


Management
FacilitateITG
Managescheduleand
resources
Monitorandcontrol
portfolio
Projectmanagement
centerofexcellence
Projectexecution

Monitor&
Control

Execute

Schedule
+project management
center of excellence

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Governance, Portfolio and Project


Management (GPPM)
In order to be most
successful, you need all
of the pieces.

IT Governance
Portfolio Management
Project Management
+project management
center of excellence

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14

Group Interactive Activity

Challenges and Successes with


ITG and PPM
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15

Group discussion on participants


challenges and successes with IT
Governance and PPM 15 minutes
ReflectonthecurrentstateofITGovernance,
Portfolio,andProjectManagementatyour
institution.
Whatworkswell?
Whatareareasforimprovement?
Howwouldyouliketoseethingschange?

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Challenges and Successes with IT


Governance and PPM

Whatworkswell?

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17

Challenges and Successes with IT


Governance and PPM

Whatareareasfor
improvement?

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18

Challenges and Successes with IT


Governance and PPM

Howwouldyouliketosee
thingschange?

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19

IT Governance
in Higher Education

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10

Scope of Customers and Providers for IT


Strategic
Procure
ment

Institu
tional
Research

Property
Account
ing&
Reporting

UHR

Campus
HR

Academic
Affairs

Graduate
College

LAS

Enrollme
nt
Manage
ment

OBFS

IN

SPHIT

Nursing
IT

Medicin
e OIR

ENG
EMS

USFSCO

Urban
Plan
ning&
AffairsIT

LASOIT

Social
Work
CCO

CBA CS

Collegeof
Educa
tion

Grants&
Contracts
Office

OSSS

ACCC

GSLIS

ENG
OIS

Officeof
the
Chancellor

DARS
Office

Officeof
Capital
Programs

CITES

Web
Services

Education

ATLAS

Applied
Health
Sciences

Collegeof
Engineering

Officeof
the
Provost

Public
Affairs

OPIA

DMI

ACES

Business
OIM

Dept.of
Mathema
tics

Officeof
Financial
Aid

College
of
Business

Registrar

UISITS

UIS
Officeof
Web
Services

UIS
ORR

UIS
COLRS

AITS

BIS

DS

Faculty
Affairs

University

OAR
Payroll
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OBFS
Account
ing

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HRIS

Requires a repeatable, rational process to


collect ideas, select initiatives, prioritize
IDEA

IDEA
IDEA

IDEA

IDEA

IDEA
IDEA

IDEA
IDEA

GovernanceGroups
GovernanceGroups
GovernanceGroups
GovernanceGroups
GovernanceGroups

IDEA

IDEA

IT Governance
Process

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ApprovedInitiativesandPriorities

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11

ITG Considerations

Sizeandshapeoftheorganization
StructureofITandthefundingmodel
Scopeofgovernance
Scarcityandcompetitionforlimitedresources
Whatisyourlevelofdemand?
Desiredlevelsofcontrolandtransparency
ValueplacedonITbystakeholders.
EndorsementandempowermentbynonIT
people

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ITG Components Building the model


AFrameworkforDiscussion:Auniversitylevel
frameworkfromtheUniversityofIllinoisis
presentedasanexampletofacilitatefurther
discussion.Thismodelprovidesaframeworkfora
governancemodel,butisnotintendedtosuggesta
finalform.Themodeliscomplexbecauseitincludes
manyelementsofgovernanceandrelatesthemto
eachother.Notallelementsneedtobeincludedin
asuccessfulgovernanceimplementationbut,ifthey
are,themodelshowshowtheyareconnected.
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12

ITG Components Higher Education


Examples
http://oregonstate.edu/admin/itsc/it
governancestructure
http://www.uta.edu/oit/it_governance/overvie
w.php
http://www.itpc.uillinois.edu/
http://www.nextgen.umich.edu/governance/go
vernancechart.php
http://www.uvic.ca/shared/shared_about/Gov
ernanceUpdate2010.ppt
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ITG Model Components University example

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13

ITG Model Components Campus example

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ITG Model Components Campus example

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14

ITG Model Components IT for Supporting


University Business Processes example

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ITG Components
Building the model

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15

ITG Components
Building Blocks for Model
Focus

Purpose and Scope: What is it that needs to be


governed? What are your institutional priorities?
Participants: Who should participate? Who should
advise and who should make decisions? What are the
key roles to identify? How are they interconnected?
Decision-making: What decisions are made at the
different levels/groups? Whatresourceswillbe

allocatedviatheprocess?
Structure: What are the layers to the governance
structure? How are they interconnected?
Communication and Coordination: Who will work behind
the scenes to facilitate the process?
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Build an IT Governance Model


Group Interactive Activities
We will:
Walk through defining the components for an
ITG structure you are interested in building
Work with colleagues to discuss your
experiences, challenges, and successes with
ITG

Workshop Feedback: Actual feedback from


ITG design workshops
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16

ITG Model Components

Focus

Purpose and Scope of the problem to


solve
What is it that needs to be
governed?
Topics / Functions / Summary
Topics
Units / Colleges
What is it that does not need to be
governed?

ITG Model Components


What needs to be governed? (examples)
Education

Research

Infrastructure
andSecurity

Public
Engagement

Administrative
IT

WebServices

ITStrategic
Planning

Policy
Development

Prioritization

Student
Systems

Facilities
Systems

Research
Administration
Systems

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ITG Model Components


What needs to be governed? (examples)

Education

Research

LearningManagementSystems

UserSupportCoordination

InstructionalTechnologies

ResearchComputingResources

PublicLabs

CollaborationTechnologies

ChangeManagement

GrantsAdministration

StudentAccesstoResources

TechnicalSupport

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ITG Model Components


What needs to be governed? (examples)

Education
StrategicPlanning

PerformanceMeasurement

UserSupportCoordination
StrategicPlanning

PerformanceMeasurement

LearningManagementSystems

Research

ChangeManagement

StudentAccesstoResources

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ServiceLevels

CollaborationTechnologies

Operations

PublicLabs

ServiceLevels

ResearchComputingResources

Operations

InstructionalTechnologies

GrantsAdministration
TechnicalSupport

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ITG Model Components


What needs to be governed? (examples)
Education

Research

Infrastructure
&Security

Administrative
IT

Public
Engagement

Facilities
Systems

WebServices

Student
Systems

Topic

Topic

Topic

PublicLabs

Collaboration
Technologies

Topic

Topic

Topic

Topic

Topic

Topic

Change
Management

Grants
Administration

Topic

Topic

Topic

Topic

Topic

Topic

StudentAccess
toResources

Technical
Support

Topic

Topic

Topic

Topic

Topic

Topic

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Topic

Topic

Topic

PerformanceMeasurement

ServiceLevels
Operations
StrategicPlanning

PerformanceMeasurement
ServiceLevels
Operations
StrategicPlanning

Topic

Topic

PerformanceMeasurement

PerformanceMeasurement
ServiceLevels
Operations
StrategicPlanning

Topic

Topic

ServiceLevels
Operations
StrategicPlanning

PerformanceMeasurement
ServiceLevels
Operations
StrategicPlanning
Topic

Topic

PerformanceMeasurement

PerformanceMeasurement
ServiceLevels
Operations
StrategicPlanning
Research
Computing
Resources

UserSupport
Coordination

ServiceLevels
Operations
StrategicPlanning

PerformanceMeasurement
ServiceLevels
Operations
StrategicPlanning
Instructional
Technologies

Learning
Management
Systems

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ITG Model Components


Can become complex
IT Governance in 3D

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19

ITG Model Components


Many dimensions to manage and organize

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ITG Model Components


Purpose and Scope of the problem to solve
Example:
Govern IT Projects that Support Business Processes
Across the University
The Information Technology Priorities Committee (ITPC) process
functions to provide a common approach to solicit, review,
prioritize and execute information technology projects involving
University Administration (UA) information technology resources
including:

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Any project that involves resources from a UA unit, or campus based unit that plans to offer
an administrative system for the entire campus.
Any project that will interface with an Enterprise system.
Any project that is administrative in nature, and wishes to utilize funding from the central
pool of administrative information technology dollars allocated by the Academic Affairs
Management Team (AAMT).

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20

Workshop Feedback:
What is it that needs to be governed?
Mustbeanoverarchinggovernancestructuretoguide
thevariousgovernancecomponents
Groupshouldnotonlylookatnewthings,shouldalso
considerdecommissioningservices
Needservicecatalogsinordertoidentifywhat
does/doesnotexist;gapsandredundancies
Linkgoverneditems/servicestostrategicuniversity
missiondrivengoals
Shouldencourageinnovationandembracesomerisk
Connections/coordination/communicationthroughout
Clearentranceworkflowandprocessforprojects/topics
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ITG Model Components


Participantsintheprocess
Whoshouldparticipate?
Whoshouldadviseandwhoshouldmake
decisions?
Existinggroups/Positions/Functions
Examples:
Facultygroups e.g.FacultyITSenate,Council
ofDeans
Executives e.g.AVPFinanceorAsst.Provost
forStudentAffairs
AdministrativeOffices CentralandDistributed
DirectorofUniversityHRorRegistrar
ITPros e.g.DirectorofDecisionSupport
Studentgroups e.g.StudentSenate

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ITG Participants Why is it important?


WhoChooses?
Example CentralITGroup
WithoutITG InternaldecisionsbyITmanagement
regardingprojectselection,prioritization,and
resourceallocationforservices
WithITG Externalcustomersproposeprojects,
prioritizethem,andresourceallocationisabyproduct
ofthesedecisionsandconstituentdemandfor
services

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ITG Participants Why is it important?

Faculty/
Research

Who Chooses?
Students

How do you get


to equilibrium?

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Institution

Admin
istration

IT
Manage
ment
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22

ITG Model Components


Participants (examples)
ExistingGroups

NewGroups

Roles

CouncilofCIOs
FacultyITSenate
ITPros
CouncilofDeans
CAV
StudentSenate
Business
Managers
ITPriorities
Committee

Functional
Groups
LMSAdvisory
Council
Shared
Infrastructure
Identity
Management
BusinessProcess
WCMS

Advisory&
Decisionmaking
GroupSponsors
Chairs/Leads/
Owners
Governance
Office/Portfolio
Management

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ITG Model Components


Participants in the process Example:

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23

ITG Model Components


Faculty Involvement Levels
HIGH
Directparticipationongovernancecommittees
MEDIUM
Advisoryinputfromexistingfacultygovernance
committeesorindividualfaculty
LOW
ActivelyandpassivelycommunicateITG
activitieswithfacultycommunity;respondto
requestsandinquiry
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Workshop Feedback:
Participants in the governance process
The key element is how the structure connects everyone and
connects to other decision making processes
Identify/Review/Repurpose/Dissolve current committees
Catalog committees / require charter & documentation
Participants should be connected relative to their experience
strategic, tactical, operational
Governance to identify resolutions among different
recommendations SMEs / technologists need advisory roles
for these decisions
Correct balance of stakeholders academic, research,
administrative, others

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24

ITG Model Components


Decisionmaking

Specificdecisionpoints
Setpolicyandstandards
Projectselection&prioritization
Resourceallocation
Resourceshavetobeconnectedtodecisionpoints
Incentivesforparticipation

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ITG Components
Building the model
What and where are decisions made?

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25

Type
Rank

Overall
Rank

Project/ServiceA

Project/ServiceB

Project/ServiceC

Project/ServiceD

11

Project/ServiceE

12

Project/ServiceF

Project/ServiceG

Project/ServiceH

Project/ServiceI

Fee Ancillary

Project/ServiceJ

Project/ServiceK

10

Project/ServiceL

Unfunded

13

Project/ServiceM

14

Project/ServiceN
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Type

FundingModelComponentsfor
GovernanceConsideration

Base

ITG Model Components


(example)

Project

Basefundingforenterpriseorcampus
services
Projectfundingforonetimeinitiatives
Ancillaryfundingforcollege/department
levelservices
Feeforservice usebasedchargeback
Unfunded beyondresourcecapacity
UniversityofVictoria
http://www.uvic.ca/shared/shared_about/Go
vernanceUpdate2010.ppt

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Initiative

Workshop Feedback:
What decisions are made and where
Clearreviewanddecisionpointsforprojects
Differentreviewpointsmayincludearchitecture,
security,policy,scope,funding,stakeholders
Needaprocessdefinedforexceptions
Consideractualcosts,maintenance&support,
opportunitycosttonotimplementorwidely
support
Incentivestoempowercollaboration
Tradeoffsbetweenlocalvs.centralservices

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ITG Model Components


Structure:Whatarethelayers
tothegovernancestructure
andhowdothey
interconnect?
Whataretheresponsibilities
andcompositionatthe
differentlayers?
Whereandhowdothelevels
andgroupsinterconnect?
OwnershipandAccountability

L3
L2
L1

Campus

College1

UnitA

UnitB

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College2

UnitC

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Example of Responsibilities for a Group


Provideoversight,review,strategy,
communicationforbusinessprocessand
administrativeprojectsthat:
Involveresourcesfromourunitinvolvesan
enterprisebusinesssystem
Willinterfacewithanenterprisesystem
Wishtoutilizefundingfromthecentralpoolof$$&
labor
ScopeofEnterpriseSystems

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27

Workshop Feedback:
Layers to the governance structure
Responsibilityatalllevels
Increasedcollaborationbetweengroupsleadsto
improvedcultureandclimateofIT
Whosetsthecharge,whodeterminesthebudget,
whoassignstheresources
Accountabilitythroughoutstructure;
recommendationsanddecisionsneedtocarry
throughotherpointsingovernancestructure
Needexistsforprojectmanagement,oversight,and
coordinationformultiunitmajorinitiatives
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ITG Model Components


CommunicationandCoordination
Transparency(intheeyeofthebeholder)
Communicationabouttheprocess
Centralinformationresourcesforgovernance
operations/decisions
Service/projectinventory
PortfolioandProjectManagementOfficeor
portfoliomanagementroletosupporttheITG
process

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28

ITG Components
Building the model

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Workshop Feedback:
Communication and coordination
factors

Communicationandtransparencykeytothesuccess
oftheITGstructureandprocess
Needdedicatedstafftodriveprocess
Easywayforindividualstoprovidefeedbackand
input
Documentationneedstocapturehowdecisions
weremadeandtheirpaththroughtheITG
Incorporateameansforchecksandbalances
Designbothactiveandpassiveformsof
communicationthroughoutstructure

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29

Right-size your Governance Process


Processshouldaccommodateworkofdifferent
sizeswiththeappropriatereviewrigorbasedon
costandimpact
Simple > > > > > > > > > > > > > > Complex

Level1project

Level2project

Level3project

UIUCWinterterm
creation

AutomatedGrade
ChangeProcess

Travel&Expense
Management

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ITG Model Components IT for Supporting


University Business Processes example

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30

ITG Model Components IT for Supporting


University Business Processes example

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ITG Model Components IT for Supporting


University Business Processes example

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31

Flexibility of Governance Process


Simple > > > > > > > > > > > > > > > Complex

Level1project

Level2project

UIUCWinterterm
creation
Reviewsteps:

AutomatedGrade
ChangeProcess
Reviewsteps:

L1Projectproposal
completed
Reviewat
functional
subcommittee
REVIEWCOMPLETE

L2Projectproposal
completed
Reviewatfunctional
subcommittee
Reviewedatcross
functionalandmain
ITGGroup
REVIEWCOMPLETE

Level3project
Travel&Expense
Management
Reviewsteps:
L3Projectproposal
completed
Reviewatfunctional
subcommittee
Reviewedatcross
functionalandmain
ITGGroup
ExecutiveReview
REVIEWCOMPLETE

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Complex Project Example Travel & Expense Management

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Complex Project Example Enterprise System Structure

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Complex Project Example Travel & Expense Management


Multiple units across all campuses
identify a need to improve travel and
expense tracking and reimbursement.

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33

Complex Project Example Travel & Expense Management


A Project Proposal is
created and moves to
the Finance
Subcommittee for
review

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Complex Project Example Travel & Expense Management


Due to the size/scope of the proposal, the project will
need to go through all levels of review.

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34

Complex Project Example Travel & Expense Management


The proposal goes through a series of decision
points Finance Subcommittee Review
The Finance
Subcommittee
approves the
project to proceed
to cross-functional
review for a
recommendation
for approval /
denial and
prioritization

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Complex Project Example Travel & Expense Management


The proposal goes through a series of decision
points Cross-functional Group Review
The Crossfunctional group
approves the
project to proceed
to ITPC review for
a recommendation
for approval /
denial and also
provides a
prioritization
recommendation.

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Complex Project Example Travel & Expense Management


Cross-functional
Group provides its
recommendation

In this case, the group


recommends
approval and also
recommends it
highly compared to
the other proposals
being reviewed
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Complex Project Example Travel & Expense Management


The proposal goes through a series of decision
points ITPC Review
The ITPC approves
the proposal and
prioritizes it for
final review by
AAMT.

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Complex Project Example Travel & Expense Management


The proposal goes through a series of decision
points AAMT Review
This is an annual request for project review and
funding
ITPC requests approval for all projects and also
an additional $500K for administrative IT
projects for the next fiscal year

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Complex Project Example Travel & Expense Management


AAMT Decisions
Approval of Travel & Expense Management System
Approval of Enrollment Management Suite
Denial of Web Content Management System
Denial of additional incremental $500K for next FY

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Complex Project Example Travel & Expense Management


Final approval of project moves the project into the
portfolio management process

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Complex Project Example Travel & Expense Management


Schedule based on priority and resource capacity

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Complex Project Example Travel & Expense Management


Execute utilizing standards for project management
and system implementation; monitor and control

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ITG Organization
It all doesnt have to be one big process

ITG

IT
IT

IT
IT
IT
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IT

IT
IT

IT

IT

IT

IT
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ITG Organization
It may be several processes
ITG

ITG

ITG

IT

IT

IT

IT
ITG

IT
IT

IT

IT

IT

IT

IT

IT

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ITG Organization
Communication & interacting as needed
ITG

ITG

IT

IT

IT

IT

ITG

ITG

IT
IT
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IT

IT

IT

IT

IT

IT
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40

ITG Organization
Whats not workable is no process or chaos

IT

IT

IT

IT

IT

IT
IT

IT

IT
IT

IT

IT

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ITG Maturity Levels


Level0 NonExistent Managementprocessesarenotappliedatall
Level1 Initial
Level2 Repeatable

Processesareadhocanddisorganized
Processesfollowaregularpattern

Level3 Defined

Processesaredocumentedandcommunicated

Level4 Managed

Processesaremonitoredandmeasured

Level5 Optimized

Bestpracticesarefollowedandautomated
http://www.itgi.org

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Some Tips and Lessons Learned on ITG


Participants
Doyouhavetherightpeopleinvolvedattheright
levels?Dothesepeoplehavetherightbackground
andinformationtomakethoughtfuldecisions?
Theleader(s)oftheprocessandcomponentsneed
tohaveavestedinterestinthesuccessofthe
processorelseresultswillbesubstandard.
Musthaveadedicatedresourcetomanagetheday
todayoperationsandoverallcoordinationofthe
process.
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Some Tips and Lessons Learned on ITG


Process
Focusmoretimeevaluatingthebusinessissuesand
lesstimeonthetechnology.
Bepreparedtomakeharddecisionsandworkwithin
theconstraintsofyourresources.
Pushdownsmallerdecisionsforefficiencyandlet
executivesfocusontheprojectswithhighcostsand
impact.
Activelyaligntowardsthebusinessstrategiesofthe
institution thiswonthappenonitsown.
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Some Tips and Lessons Learned on ITG


Process
Knowresourcecapacityanddemandinorderto
provideacontextformakingdecisions.Dont
forgettoaccountfornondiscretionaryprojects
(upgrades)andincrementalmaintenancegrowth
levelsasthesetakeawaycapacityfordiscretionary
projects.
Periodicallyrevaluatetheprocessandadjustas
necessary.

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30 MINUTE BREAK
2:00 2:30 pm

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43

Group Interactive Activity

Designing IT Governance

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ITG Components
Building Blocks for Model
Focus

Purpose and Scope: What is it that needs to be


governed? What are your institutional priorities?
Participants: Who should participate? Who should
advise and who should make decisions? What are the
key roles to identify? How are they interconnected?
Decision-making: What decisions are made at the
different levels/groups? Whatresourceswillbe

allocatedviatheprocess?
Structure: What are the layers to the governance
structure? How are they interconnected?
Communication and Coordination: Who will work behind
the scenes to facilitate the process?
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Group Activity 2 DESIGN ITG


DesignanITGovernancemodelforyourinstitution.
Answerkeyquestionsattherightlevelofcomplexity
tomeetyourneeds:
Whatdoyouwanttogovern?
Whoshouldbeinvolved?
WhatandwherewilldecisionsoccurintheITGprocess?
Whatresourceswillbeallocatedviatheprocess?
Howistheprocess/group(s)structured?
HowwillyoumanagetheITGprocess?

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Build an IT Governance Model


Group Interactive Activities
Walkthroughdefiningthecomponentsforan
ITGstructureyouareinterestedinbuilding(15
minutes)
Workwithcolleaguestodiscussyour
experiences,challenges,andsuccesseswithITG
(15minutes)

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45

Group Activity Wrap-up

Discussion and Q&A

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Implementing Portfolio and


Project Management

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46

Topics
Briefoverviewofportfoliomanagement
Implementing/improvingaPPMO,astep
bystepguide
Definework|Manageportfolio|Introduce
projectmanagement|Establishsystemsand
tools
Exercise

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Portfolio management
Aportfolioisacollectionofprojectsthatis
groupedtogethertofacilitateeffective
managementofthatworkinordertomeet
strategicbusinessobjectives.
Mainactivitiesforaportfoliomanager/or
portfoliomanagementoffice

Facilitatingprojectselectionandprioritization
Schedulingandresourcemanagement
Monitoringandcontrollingtheportfolio
Providingprojectmanagementstandardsandguidance

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47

How it can help


Providesclearsetof
prioritiesforapproved
projects
Providesamanageable
workloadforproject
resources
Answersthequestion:
Whatareweworking
on?

+project management
center of excellence

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Portfolio management goals


Improve
performance
Improve
performance,
provide support

Report on
performance
Manage
workload;
schedule work

10/16/2015

Facilitate governance

Center of
excellence
for PM

Facilitate ITG

Monitor and
control
portfolio

Resource
management
and
scheduling

Communicate
priorities

Manage
expectations;
justify staffing
Manage
workload;
schedule work

96

48

Models for portfolio and project


management

Center of
excellence
for PM

All PPMOs require a


portfolio manager to
do these things.
Facilitate ITG
Some variation exists
in how this is staffed
and tasks
Resource

Variations exist in the


Monitor and
controlamount of control exercised
portfolio
over projects and how PM
roles are staffed

management
and
scheduling

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Variations

Center of
excellence for
PM

Facilitate ITG

Monitor and
control
portfolio

Resource
management
and
scheduling

10/16/2015

Supportive:Methodology,
standards,projectsrunby
technicalleadsandanalysts
Controlling:Enforcesstandards,
performsreviews,projectsrun
byPMswithinthePMOand
otherfolks
Directive:PMsfromthePMO
runtheprojects.
Optionalserviceprovider:
Masterplannerandproject
initiationservicesprovided
uponrequestorasrequired
98

49

From 0 to PPM
Stepbystepguideto
implementingPPM
Work|Portfolio|Projects|
Systems

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From 0 to PPM

Work

Portfolio

Projects

Systems

Effort
Project
inventory
Ownership
Time
reporting

Project
proposaland
approval
Reportingand
Review
Scheduling
and
prioritization

Selectthe
PMOmodel
Develop
standards
IncreasePM
skillset
Quality
control

Collaboration
Portfolioand
project
management
Timetracking
andreporting

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50

Identifyallthetypes
ofworkdoneinyour
organization
Definehighlevel
categories

Systems

Projects

Portfolio

Work

Categorize effort
Work
requests
Ops

Admin

Projects

Maint

Systems

Projects

Portfolio

Project Definition

101

Work

10/16/2015

PMBOKDefinition:Atemporaryendeavor
undertakentocreateauniqueproduct,service
orresult.

Definitebeginningandend
Clearobjectives
Notanongoingeffort
Producessomethingnewandunique
Product,service,orresult

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51

Systems

Projects

Portfolio

Work

Project Definitions
WorkRequests

Totalbudget:<$20K|Hoursofeffort:<250

Projects
Level1
Totalbudget:<$100K|Hoursofeffort:<850

Level2
Totalbudget:<$250K|Hoursofeffort:<5,000

Level3
Totalbudget:>$250K|Hoursofeffort:>5,000

Systems

Projects

Project Fields

Portfolio

103

Work

10/16/2015

Projectscomeinmanyflavors
Identifycategoriesandvaluesthatwillbeused
tostratifydatawhenreported
Mandatory
Project
Yes
No

Functional
Area
Finance
HR
Student
BI

ProjectType
Analysis
Application
Development
Enhancement
Upgrade

Goal
StrategicInitiative
Cost Savings
InternalLaborEfficiency
ImproveCustomerService

Identifybasicprojectstatusdata:name,id,
PM,dates,levelofeffort,statuscomment,etc.
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52

Systems

Projects

Portfolio

Work

Inventory

Afterdefiningaprojectandtheinitialsetof
fieldstobeused,conducttheinterview
Gatherlistofworkfromeacharea
Identifywhichareprojects
Thenreviewlistwiththeorganizationto
identifyanymissingitems

Systems

Projects

Portfolio

Assign ownership

105

Work

10/16/2015

AssignPMstotheidentifiedprojects
Institutesimplestatusreportingguidelinesand
cycle:Startdate,enddate,statuscomment,
etc
Setexpectationfromuppermanagementfor
reportingonprojects

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53

Systems

Projects

Portfolio

Work

Time Reporting

Recordeffortexpendedtomakeassessments
of

ResourceAvailability
Projecthealth
Schedulingofnewwork
Staffinglevels

Difficulttoinstitute,butworthit.
Alternativetoindividualtimereporting:
monthlymanagerestimateofhowtheirstaff
spendtheirtime
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Portfolio

Work

Portfolio

Projects

Systems

Effort
Project
inventory
Ownership
Time
reporting

Project
proposaland
approval
Reportingand
Review
Scheduling
and
prioritization

Selectthe
PMOmodel
Develop
standards
IncreasePM
skillset
Quality
control

Collaboration
Portfolioand
project
management
Timetracking
andreporting

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54

Systems

Projects

Portfolio

Work

Project proposal / review


WorkwithITGgroupto:

Establishproposaltemplate
Establishclearprocessforsubmittingtheproposal
Establishproposalreviewgroupsandregularreview
schedules
Establishcriteriaandrulesforreviewandacceptance

Developstandardreportingpackageandtools
foreachreview
Determinewheretostoreandhowto Examples in
supplemental
communicateresults
materials

Systems

Projects

Portfolio

Reporting

109

Work

10/16/2015

Setupregularreportingcyclesearlyon
Showvaluequickly
Enhanceitasyougo
Enforcesconformancetostatusreporting
guidelines
Widedistribution
Willbesimpleatfirst
Setexpectationthatthisisthesystemofrecord
Examples in
Standingagendaitem
supplemental materials

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55

ProjectIDand
name

Level of
effort(low,
medium,
high)

Approval
Date

Date
Started

Priority

Anticipate
dEnd
Date

Description

Systems

Projects

Statusas Status
of
comment

Anticipated
startdate

Projects

Portfolio

Prioritization / scheduling

111

Work

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Systems

ProjectID Project
and
manager
name

Portfolio

Work

Simple reports at first

WorkwithITGtoestablishprioritizationprocess
Occursregularlyforallnonstarted,approvedprojects
Surveymethodworkswell
Discussandadjustresultsatmeeting

Communicateprioritiestoresourcemanagers
Establishregularreviewcyclewithresource
managersforreviewingprioritiesandscheduling
projects
Establishtoolsandreportsforrecordingand
communicatingscheduleinformation Examples in
supplemental
materials
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112

56

Systems

Projects

Portfolio

Work

Projects

Work

Portfolio

Projects

Systems

Effort
Project
inventory
Ownership
Time
reporting

Project
proposaland
approval
Reporting
andReview
Scheduling
and
prioritization

Selectthe
PMOmodel
Develop
standards
IncreasePM
skillset
Quality
control

Collaboration
Portfolioand
project
management
Timetracking
and
reporting

Center of
excellence
for PM

Facilitate ITG

Monitor and
control
portfolio

Resource
management
and
scheduling

10/16/2015

Systems

Projects

Select the PMO model

Portfolio

113

Work

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Supportive:Methodology,
standards,projectsrunby
technicalleadsandanalysts
Controlling:Enforces
standards,performsreviews,
projectsrunbyPMswithin
thePMOandotherfolks
Directive:PMsfromthePMO
runtheprojects.
114

57

Systems

Projects

Portfolio

Work

Factors

Staffingoptions:dedicatedstaff,virtualteam,
parttimestaff
Executivesupport
Culture
Evaluateorganizationalpainpointsmajor
failedproject,chaoticportfolio,overwhelmed
staff,orlotsofprojectswithnothingcomplete
Identifystartingstateandendstate

Systems

Projects

Portfolio

Develop standards

115

Work

10/16/2015

Bestifdesignedbythegroup
Thelighterthebetter;provideoptionsfor
complexity
UsePMIoranotherorganizationasastarting
point
PMmethodologiesareprettymuchthesame,
dontsweatthechangesorpursueanideallet
thegroupownit.
Theimportantpartistheprocessofdeveloping
itasagroup
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58

Systems

Projects

Portfolio

Work

Standards: PM Toolkit

Examples in
supplemental
materials

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Systems

Projects

Portfolio

Standards: SDLC

117

Work

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59

Systems

Projects

Portfolio

Work

Build the PMO

Likemindedfolksmaintainandusethemethods
Offertrainingandprofessionaldevelopment
DefinePMresponsibilities
Consulting/planningservicesforprojects
Activelybuildculture
Staffing:
Selectfolkswithdisciplineoverpersonality
Build/growPMswherepossible
DontbebamboozledbyPMIspeakorPMPcredentials

Systems

Projects

Portfolio

Increase PM Skillset

119

Work

10/16/2015

Training
Coaching
Reviews
Auditsandclosesupervision
Culture
Jobaidsandchecklists
Dontoverwhelmfolks
Talkingpointsforhardconversations
Corepeopleinvested

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60

Systems

Projects

Portfolio

Work

Quality control

PMOReviews
Checklists
Focusononeareaatatime
EnlistPMstoserveasQualityControlperson
Makesurefolksareawareofhowthedatais
usedandhowimportantitis
Audits

10/16/2015

Systems

Projects

Portfolio

Project review Checklists

121

Work

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122

61

Systems

Projects

Portfolio

Work

Systems

Work

Portfolio

Projects

Systems

Effort
Project
inventory
Ownership
Time
reporting

Project
proposaland
approval
Reporting
andReview
Scheduling
and
prioritization

Selectthe
PMOmodel
Develop
standards
IncreasePM
skillset
Quality
control

Collaboration
Portfolioand
project
management
Timetracking
andreporting

Systems

Projects

Portfolio

Systems

123

Work

10/16/2015

Thetechnologythatisusedshouldimplement
theprocessesyouhavedeveloped.
Yourprocessesshouldnotbebuiltaroundthe
technology

Utilizingtechnologywillgreatlyimproveyour
abilitytokeepthedatacurrentandget
meaningfulreportsfromthesystemyouuse.
MSProjectServer,Clarity,andPlanview are
wellratedsystems
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62

Systems

Projects

Portfolio

Work

System of Record

Inordertomakegooddecisions,youneedto
havegooddata
Tohavegooddata,youneedtohavean
authoritativesourceforyoudata
WerecommendonesystemforPPMand
anothersystemforteamcollaboration

Systems

Projects

Portfolio

PPM

125

Work

10/16/2015

Applicationthatallowsprojectmanagersto
plan,monitor,andupdatetheprojectstatus
overtime
Morethanaprojectmanagementtool:rollsup
toaportfolioview:
CAClarity
Planview
MSProjectServer

Musttracktheitemsyouidentifiedasrequired
foreachproject.
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63

Systems

Projects

Portfolio

Work

Collaboration System

Theprojectartifactsarebestkeptinaplace
thatallowsforeasilycreating,updating,and
sharingthemwiththeteam.
SharePointisanexcellentchoiceforthis
Cansetupastandardtemplateforprojectsthat
haveallthestandardPMartifacts.Canbeused
toenforcetheprocess.

10/16/2015

Systems

Projects

Portfolio

Collaboration space

127

Work

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128

64

10/16/2015

Systems

Projects

Portfolio

Work

Collaboration space

129

Group Interactive Activity:


Design your PMO and plan next steps

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65

Design your PMO


Center of
excellence
for PM

Facilitate ITG

Monitor and
control
portfolio

Resource
management
and
scheduling

10/16/2015

Systems

Work

Plan your implementation

Projects

131

Portfolio

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132

66

Governance, Portfolio and Project


Management (GPPM)
Inordertobemostsuccessful,
youneedallofthepieces.
ITGovernance
PortfolioManagement
ProjectManagement
+project management
center of excellence

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133

Questions and Discussion

10/16/2015

134

67

Thank you for participating


in todays session.
Were very interested in your feedback. Please take a minute to fill out the session
evaluation found within the conference mobile app, or the online agenda.

10/16/2015

135

68

Group Breakout Session Materials

Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
MichaelHites,KellyBlock,andCynthiaCobb
Tuesday,October27,2015|12:30p.m.4:00p.m.

SupplementalMaterialsforGroupActivities
1.

ExperienceswithGovernance,Portfolio,andProjectManagement (GPPM)

Thisgroupactivitywillprovideanopportunitytoreflectanddiscusstheparticipantsexperiences
withGPPMoverthecourseoftheircareerandattheircurrentinstitution.Thiswillbefacilitated
groupdiscussionconsideringthefollowingquestions:

Whatworkswell?
Whatareareasforimprovement?
Howwouldyouliketoseethingschange?

Spaceisprovidedinthisoutlinetotakenotes,creatediagrams,andotherwisecaptureideas
generatedduringthesession.

NOTES:

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage1

NOTES:

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage2

2.

ITGovernance:HowtoConstructGovernanceWhereGovernanceDoesnt
Exist

ThisgroupactivitywillprovideanopportunitytoworkthroughdefiningthecomponentsofanIT
governancestructureforatopicofinteresttotheparticipant.

Spaceisprovidedinthisoutlinetotakenotes,creatediagrams,andotherwisecaptureideas
generatedduringthesession.Therewillbeadiscussionwiththeentiregroupattheendofthe
session,butspontaneousdiscussionamonggroupsortheentireworkshopisencouraged.

Youwilllikelynotbeabletoanswerallofthequestionsfullyinthetimeallottedtotheexercise.
Theintentionisforyoutoexperiencethestepsofgovernancedefinitionanddiscussyour
experienceswithyourpeers.Thecompletegovernancedefinitionprocessisintendedasan
exercisewithotherparticipantsbackatyourhomeinstitution.

Thestepsinthisexerciseare:

WalkthroughdefiningthecomponentsforanITGstructureyouareinterestedinbuilding
(Takingnotesbelow)(15minutes)
Workwithcolleaguestodiscussyourexperiences,challenges,andsuccesseswithITG(15
minutes)

DesignanITGovernanceMode1foryourinstitution.

Brieflyanswerthefollowingquestions:

i. PurposeandScope:Whatisitthatneedstobegoverned?Whatareyourinstitutional
priorities?

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage3

ii. Participants:Whoshouldparticipate?Whoshouldadviseandwhoshouldmake
decisions?Whatarethekeyrolestoidentify?Howaretheyinterconnected?

iii. Decisionmaking:Whatdecisionsaremadeatthedifferentlevels/groups?What
resourceswillbeallocatedviatheprocess?

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage4

iv. Structure:Whatarethelayerstothegovernancestructure?Howarethey
interconnected?

v. CommunicationandCoordination:Whowillworkbehindthescenestofacilitatethe
process?

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage5

NOTES:

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage6

3.

DesignyourPMOandplanimplementation

Thisgroupactivitywillprovideanopportunitytodevelopportfolioandprojectmanagement
requirementsfortheparticipantsowninstitution,aswellasidentifythekeynextstepsfor
implementation.

Theparticipantisrequestedtofirstconsiderthequestionsfortheirownpersonalexperience.After
that,thegroupshouldexchangethisinformationattheirtablesanddiscussquestions,ideasand
challengesrelatedtogovernanceinhighereducation.

Spaceisprovidedinthisoutlinetotakenotes,creatediagrams,andotherwisecaptureideas
generatedduringthesession.Therewillbeadiscussionwiththeentiregroupattheendofthe
session,butspontaneousdiscussionamonggroupsortheentireworkshopisencouraged.

DesignyourPMO
WorkthroughthePMOdesign
worksheetonthesubsequent
pagestoidentifytheorganization,
individuals,orgroupsthatcouldfill
eachoftheprimaryfunctionsof
portfoliomanagementforyour
institution.

Planyourimplementation
Workthroughtheimplementation
planningworksheetonthesubsequent
pagestodeterminewhichstepsneedtobe
takeninordertoimplementaportfolio
andprojectmanagementfunctionatyour
institution.Addmissingandeliminate
unnecessarystepsasneeded.

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage7

PMODesignWorksheet
Pleaseselectoptionslisted,includenotesorcustomizationswhereneeded
FacilitateITG
Thisisrequired

Resource
Schedulingandresource
Schedulingand

managementperformedby resource

managementand
scheduling
committeeofresource
management

donecentrallyby
managers
PMO

Monitorandcontrol Basicprojectstatus
Advancedproject Stagegateprocesses

portfolio
reporting
monitoring
andactivemanagement
oftheportfolio

Departmental
Centerofexcellence Recommended
PMOtrainedproject
PMOproject
forproject
methodologyandtools.
projectmanagers managersrunprojects managersrunall
management
runprojects
usingrequired
projectsusing
usingrequired
methodologyandtools. standard
methodology
PMOprovidesreviews methodologyand
andtools.
tools.

Optionalservice
model

Planning,initiating,closing,andlessonslearnedservicesprovidedbycentralPMOuponrequest.

Less control

More control
EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage8

PPMImplementationPlanningWorksheet

Applicable?
Activity
Y/N

Work:Categorizeeffort

Responsibleperson(s)

Actions/Barriers

Work:Definewhatqualifiesasaproject

Work:Identifyprojectattributes

Work:Inventoryprojects

Work:Assignownership/project
managersforprojects

Work:Instituteandrollouttime
reportingprocesses/tools

Portfolio:Establishproposaltemplate

Portfolio:Establishsubmissionprocess

Portfolio:Establishreviewprocessand
schedules

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage9

Timeframe

Applicable?
Activity
Y/N

Portfolio:Developstandardreporting
packageandtools

Responsibleperson(s)

Actions/Barriers

Timeframe

Portfolio:Determinecommunication
methods

Portfolio:Setupsimplereporting
processesandcycles

Portfolio:Addstatusreview/report
reviewasstandingagendaitem

Portfolio:Establishprioritizationprocess

Portfolio:Identifyandinstitutemethod
forcommunicatingpriorities

Portfolio:Establishregularreviewcycle
withresourcemanagersforreviewing
prioritiesandschedulingprojects
Projects:IdentifyendstateforthePMO
(supportive,controlling,directive)

Projects:Developstandards

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage10

Applicable?
Activity
Y/N

Projects:buildthePMOandincrease
skillset

Responsibleperson(s)

Actions/Barriers

Timeframe

Projects:Instituteregularreviewsand
otherqualitycontrolmeasures

Systems:Institutesystemofrecordfor
projectandportfolioinformation

Systems:Institutecollaborationsystem

Addotherneededactivitiesandenhancementsbelow:

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage11

Applicable?
Y/N

Activity

Responsibleperson(s)

Actions/Barriers

Timeframe

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage12

NOTES:

EDUCAUSE2015Seminar05P:BuildingSuccessfulITGovernance,
Portfolio,andProjectManagementProcesses
GroupBreakoutWorksheetsPage13

Example Governance Model

ITG Example Model

!"#$%&'(&)*+),+(-"+.)/"%*0*$"+1)2"3+!&04%05

6789:;!!"#$!%&'()!*+,*$-)!&(!.%+*/(.0!)#1)!&(0!2+$(!)#$!3+4$',1,*$!5+26!*+,*$,)'1)$!&)(!$%%+')!+,!
7+*17!+'!$,)$'-'&($!&((/$(!1,2!(+7/)&+,(8!!"#$!2&13'19!1((/9$(!)#1)!*+77$3$!1,2!2$-1')9$,)(!
-'+4&2$!7+*17!%+*/(!1,2!)#$!/,&4$'(&)6!-'+4&2$(!$,)$'-'&($0!5/)!)#1)!2+$(!,+)!,$*$((1'&76!,$$2!)+!
5$!*1($8!!:!%+*/(!+%!)#$!+4$'177!9+2$7!&(!1,!;$,2<)+<$,2=!*+,(&2$'1)&+,!+%!5/(&,$((!-'+*$(($(!1,2!
>"!($'4&*$(8!!"#$!%+*/(!+%!*$')1&,!3'+/-(!+'!7$4$7(!&,!)#$!9+2$7!916!5$!+,!(-$*&%&*!)+-&*(?%/,*)&+,(!
@($$!5$7+AB0!5/)!)#$'$!(#+/72!5$!1,!1A1'$,$((!1,2!*+,(&2$'1)&+,!+%!)#$!+--+(&)$!$,2(8!
9<=>:+?+87@@A.A:;!!"#$!5+C$(!+,!)#$!5+))+9!(#+A!./,&)(.!1,2!.*+77$3$(.!1(!)#$!-'&91'60!1,2!
&,)$'A+4$,0!*+9-+,$,)(!+%!7+*17!3+4$',1,*$8!!D&,*$!2$-1')9$,)(!1,2!*+77$3$(!41'6!&,!(&E$!1,2!
(*+-$0!)#$6!1'$!,+)!(#+A,!1(!#&$'1'*#&*170!5/)!'1)#$'!&,)$'9&,37$28!!!!
.B79C+<AA!:;++>,!)#'$$!7+*1)&+,(!+,!)#$!2&13'190!)#$'$!1'$!'$*)1,37$(!A&)#!3'+/-(!2$-&*)$2!
&,*7/2&,3!%1*/7)60!()/2$,)(0!5/(&,$((!91,13$'(0!>"!3'+/-(!1,2!+)#$'(8!!"#$($!3'+/-(!$C&()!&,!)#$!9+2$7!
&,!+,$!+'!9+'$!*1-1*&)&$(8!!FB!:(!*+,()&)/$,)(!)+!)#$!-'+*$((0!&2$,)&%6&,3!)#$!,$$2(!+%!/($'(!&,!(-$*&%&*!
)+-&*!1'$1(!1,2!%+'A1'2&,3!)#$($!,$$2(!%+'!'$4&$A!1,2!2$*&(&+,G!HB!:(!3'+/-(!-'+4&2&,3!
'$-'$($,)1)&4$!9$95$'(!)+!)#$!2$*&(&+,<91I&,3!3+4$',1,*$!3'+/-(G!JB!:(!3'+/-(!-1')&*&-1)&,3!
2&'$*)76!&,!)#$!3+4$',1,*$!-'+*$((0!7&I$76!-'+4&2&,3!)+-&*!+'!%/,*)&+,<(-$*&%&*!2$*&(&+,!-+&,)(!1,2!
'$(+/'*$!177+*1)&+,(!@($$!K$*&(&+,!L+&,)(!5$7+AB8!
>7C=8+?+69<8>=7<;!!:5+4$!)#$!*+77$3$(!1,2!/,&)(!1'$!&*+,(!+%!3'+/-(!)#1)!'$-'$($,)!)#$!41'&+/(!
3+4$',1,*$!3'+/-(!1(($957$2!%'+9!)#$!*+77$3$(!1,2!/,&)(8!!:(!(#+A,!56!)#$!4$')&*17!7&,$(0!)#$($!
3'+/-(!1'$!3$,$'1776!1'+/,2!.)+-&*(.!1'$!.%/,*)&+,(.0!%+'!$C19-7$!%1*/7)6!($,1)$!>"0!2$-1')9$,)17!
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Seminar 05P: Building Successful IT Governance,


Portfolio, and Project Management Processes

Michael Hites, Kelly Block, and Cynthia Cobb


Tuesday, October 27, 2015 | 12:30 p.m. 4:00 p.m.

Supplemental Information

The following documentation is provided as examples of some of the types


of useful tools to employ in an IT governance, portfolio management, or
project management situation:

Document

1. Select IT Governance references
2. Governance process charter
3. Governance process communication matrix
4. Governance process annual report
5. Governance process quarterly prioritization matrix (updated version)
6. Resource forecast example (new)
7. Governance process monthly status package
8. Project proposal templates (short and long)
9. Project executive summary and scoring matrix
10. Portfolio prioritization
11. Project management life cycle package
12. Program management toolkit

Select IT Governance references

Select IT Governance References:



Albrecht, B., Bender, B., Katz, R., Pirani, J., Salaway, G., Stitko, T., and Voloudakis, J.,
(2004), Information Technology Alignment in Higher Education, EDUCAUSE Center for
Applied Research, Retrieved September 10, 2010 from
http://www.educause.edu/ECAR/InformationTechnologyAlignment/158571.

Albrecht, B., and Pirani, J., (2004), Using an IT Governance Structure to Achieve
Alignment at the University of Cincinnati, EDUCAUSE Center for Applied Research,
Retrieved September 10, 2010 from
http://www.educause.edu/ECAR/UsinganITGovernanceStructureto/155107.

Coen, M., and Kelly, U. (2007), Information Management and Governance in UK Higher
Education Institutions - Bringing IT in from the cold, Perspectives: Policy and Practice in
Higher Education, Vol. 11, No. 1, pp. 7-11.

Earley, A., Harris, M., Lowendahl, J., and Rust, B., (2010), Key Issues for Higher
Education, 2010. Gartner Research. 14 Feb. 2010. Web. 10 Sept. 2010.
http://my.gartner.com/portal/server.pt?open=512&objID=260&mode=2&PageID=3460
702&resId=1301413&ref=QuickSearch&sthkw=higher+education+cios.

Gerrard, M., (2010), Creating an Effective IT Governance Process, Gartner Research,
Retrieved September 10, 2010 from
http://www.gartner.com/DisplayDocument?doc_cd=173951&ref=g_rss.

Gerrard, M., (2009), Defining IT Governance: Roles and Relationships, Gartner Research,
Retrieved September 10, 2010 from
http://www.google.com/url?url=http://www.gartner.com/it/content/1229500/1229528
/it_governance_must_be_driven_corp_gov.pdf&rct=j&sa=U&ei=gWbPTLajC8Gp8AajzqC
kAQ&ved=0CBsQFjAA&sig2=5fJ8bM-UfH71_Q13T0J-
Tg&q=Defining+IT+Governance:+Roles+and+Relationships&usg=AFQjCNHec653mNde8_
WWvOjK2F_mY5iX1g&cad=rja.

Gerrard, M., (2006), Make IT Demand Governance Easier: Use Project Portfolio Analysis,
Gartner Research, Retrieved September 10, 2010 from
http://my.gartner.com/portal/server.pt?gr=dd&docCode=143403&ref=g_itlsite.

Gerrard, M. and Gomolski, B., (2006), Best Practices for IT Governance in a Global
Organization, Gartner Research, Retrieved September 10, 2010 from
http://www.gartner.com/DisplayDocument?id=499505&ref=g_sitelink.

Krueger, D., (2009), Decentralized IT Governance and Policy in Higher Education,


EDUCAUSE Center for Applied Research, Retrieved September 10, 2010 from
http://www.educause.edu/ECAR/DecentralizedITGovernanceandPo/163791.

Lowendahl, J., Concrete Governance in Higher Education: How a Simple Three-Layered
Portfolio Approach Enables Sustainable Decisions,
Gartner Research, Retrieved September 10, 2010 from
http://www.gartner.com/DisplayDocument?id=1388119&ref=g_sitelink.

McCredie, J., (2006), Improving IT Governance in Higher Education, EDUCAUSE Center
for Applied Research, Retrieved September 10, 2010 from
http://www.educause.edu/ECAR/ImprovingITGovernanceinHigherE/157576.

Pirani, J., and Salaway, G., (2008), Queensland University of Technology: Three
Generations of IT Governance (and Counting), EDUCAUSE Center for Applied Research,
Retrieved September 10, 2010 from
http://www.educause.edu/ECAR/QueenslandUniversityofTechnolo/163128.

Pirani, J., and Spicer, D., (2008), Reforming IT Governance at Berkeley: Introducing an
Enterprise Perspective to a Decentralized Organization, EDUCAUSE Center for Applied
Research, Retrieved September 10, 2010 from
http://www.educause.edu/ECAR/ReformingITGovernanceatBerkele/163127.

Raghupathi, W., (2007), Corporate governance of IT: a framework for development,
Communications of the ACM, Vol. 50, No. 8, pp. 94-99.

Sia, S. K., Soh, C., and Weill, P., (2010), Global IT management: structuring for scale,
responsiveness, and innovation, Communications of the ACM, Vol. 53, No. 3, pp. 59-64.

Weill, P., and Ross, J., (2004), IT Governance, Boston, MA: Harvard Business School
Press.

Weill, P., and Woodham, R., (2002), Dont Just Lead, Govern: How Top-Performing Firms
Govern IT, MIT Sloan Working Paper, No. 4237-02, pp. 1-17.

Xue, Y., Liang, H., and Boulton, W., (2008). Information technology governance in
information technology investment decision processes: The impact of investment
characteristics, external environment, and internal context, MIS Quarterly, Vol. 32, No.
1, pp. 67-96.

Yanosky, R., with McCredie, J., (2008), Process and Politics: IT Governance in Higher
Education, EDUCAUSE Center for Applied Research, Retrieved September 10, 2010
from http://www.educause.edu/ECAR/ProcessandPoliticsITGovernance/163112.

Governance process charter



Information Technology Priorities Committee (ITPC)


Charter
























Page 1 of 13

Table of Contents
1

ROLE ...................................................................................................................... 2

STRUCTURE............................................................................................................. 3

MEMBERSHIP.......................................................................................................... 4

AUTHORITY............................................................................................................. 8

RESPONSIBILITIES .................................................................................................... 8

OPERATIONS ......................................................................................................... 11

CALENDAR ............................................................................................................ 12

Role
The Information Technology Priorities Committee (ITPC) process functions to provide a common
approach to solicit, review, prioritize and execute information technology projects involving
University Administration (UA) information technology resources including:

Any project that involves resources from a UA unit, or campus based unit that plans to offer
an administrative system for the entire campus.
Any project that will interface with an Enterprise system.
Any project that is administrative in nature, and wishes to utilize funding from the central
pool of administrative information technology dollars allocated by the Academic Affairs
Planning Committee (AAPC).

Enterprise and campus level systems affect all units, so the ITPC process has an impact across the
University. For example, a front-line academic unit will be directly and indirectly affected by changes
in major systems such as Banner and the Enterprise Data Warehouse. However, there are some
administrative information technology areas that are not directly within ITPCs scope. For example,
the ITPC process is not related to independently developed administrative systems housed in front-
line academic units (responsibility of the unit), administrative technology in the Medical Center (Med
Center administration) or certain campus-wide administrative applications (campus CIOs). Where
there are questions about the scope of ITPC on any general area or specific initiative, the issue should
be brought to the attention of the ITPC Chair.

Page 2 of 13

Structure
The ITPC reports directly to AAPC. In addition to the central committee there are four functional
subcommittees: Finance, Human Resource, Business Intelligence / Performance Management, and
Student. These subcommittees function to make recommendations for projects that fall within their
respective domains. For projects that do not fit into one of the three functional groups, these
projects will be reviewed periodically by a cross-functional group derived from the subcommittees
and other constituencies.

AAPC

ITPC

ITPC Cross
FuncWonal
group

ITPC Finance

Page 3 of 13

ITPC Human
Resources

ITPC Student

ITPC BI / PM

Membership
The ITPC membership will be reviewed on an annual basis and will be adjusted by the committees
chair with consultation with the committees members and AAPC representatives. The
subcommittees govern their own membership and this is reviewed on an annual basis with
adjustments approved by the full subcommittee. The cross-functional group overall membership is
reviewed and approved annually by ITPC with the various groups nominating members on an annual
basis.

ITPC Membership
Role
*Chair
AITS Decision Support
Representative (UA)
Deans Appointee (UA)
Faculty Representative (UIC)
Faculty Representative (UIS)
Faculty Representative
(UIUC)
Human Resources
Representative (UA)
Office of Business and
Financial Services
Representative (UA)
Provost/Chancellor
appointee (UIC)
Provost/Chancellor
appointee (UIS)
Provost/Chancellor
appointee (UIUC)
Research Operations
Representative (UA)

FY13 Member
Michael Hites, Associate Vice President, AITS
Aaron Walz, Director of Decision Support, AITS
Charles Evans, Associate Vice President and Dean, Academic Affairs
Dibyen Majumdar, Senior Associate Dean, LAS
Laurel Newman, Chair Department of Management; Director,
Online Programs, UIS
Jan Novakofski , Associate Vice Chancellor for Research for
Compliance & Professor, Animal Sciences
Maureen Parks, UA, Executive Director and Associate Vice
President for Human Resources
Michael Bass, Senior Associate Vice President, Office of Business
and Financial Services
Kevin Browne, Vice Provost for Academic and Enrollment Services,
UIC
Tim Barnett, Vice Chancellor of Student Affairs
Kristi Kuntz, Assistant Provost for Undergraduate Academic Affairs
Kristy Kuzmuk, Director of Research Operations


Finance ITPC Subcommittee Membership
Role
*Chair
Campus Representative
(UIC)
Campus Representative
(UIUC)
Capital Programs
Representative
Controller
OBFS representative (UIC)
OBFS representative (UIS)
OBFS representative (UIUC)

Page 4 of 13

FY13 Member
Gloria Keeley, Assistant Vice President Admin Services
Ed Valentine, UIC, Business Systems Users Coordinator
Deb Huisinga, Assistant Dean, School of Social Work
Joe Vitosky, Assistant Vice President
Patrick Patterson, Controller
Courtney Parzych Stephan, OBFS-UIC, Assistant Director Business
and Finance
Michael Bloechle, OBFS-UIS, Director Business Services
Ginger Velazquez, OBFS-UIUC, Executive Director Business and
Finance

Provost Office (UIC)


Provost Office (UIS)
Provost Office (UIUC)

Dale Rush, UIC, Acting Assistant Director for Budgeting and Program
Analysis
Aaron Shures, Associate Provost
Patrick Hoey, Assistant Provost for Budget and Resource Planning


Human Resources ITPC Subcommittee Membership
Role
*Chair
HR Representative (UA)
HR Representative (UA)
HR Representative (UIC)
HR Representative (UIC)
HR Representative (UIC)
HR Representative (UIS)
HR Representative (UIS)
HR Representative (UIUC)
HR Representative (UIUC)
HR Representative (UIUC)

FY13 Member
Tony Kerber, UA, Senior Director of Human Resources Information
Systems Strategy
Jami Painter, UHR, Assistant Vice President for Human Resources
Maureen Parks, UA, Executive Director and Associate Vice President
for Human Resources
Jack McEnery, UIC, Director of HR Shared Services, Human Resources
Robert Crouch, UIC, Assistant Vice President for Human Resources
Angela Yudt, UIC, Director, Faculty Affairs HR
Patricia Sims, UIS, Assistant Provost
Robert Lael, UIS, Acting Director, Human Resources
Cindy DeBrock, UIUC, Associate Director, Academic Human Resources
Elyne Cole, UIUC, Associate Provost for Human Resources
Deb Stone, UIUC, Director of Academic Human Resources


Student ITPC Subcommittee Membership
Role
*Chair
Admissions Representative
(UIC)
Admissions Representative
(UIS)
Faculty Representative
(UIUC)
Faculty Representative
(UIUC)
Financial Aid Representative
(UIUC)
Financial Aid Representative
(UIC)
Financial Aid Representative
(UIS)
Provost/Chancellor
appointee (UIC)
Provost/Chancellor
appointee (UIUC)
Records and Registration
Representative (UIC)
Records and Registration
Representative (UIS)
Registrar (UIUC)
Systems Representative
(UIS)

Page 5 of 13

FY13 Member
Mike Kamowski, UIC, Director Office of Student Systems Services
Malinda Lorkovich, UIC, Managing Director of Admissions
Lori Giordano, UIS, Admissions, Interim Director, Operations and
Processing
Phillip Geil, UIUC, Professor, Materials Science and Engineering
Meghan Hazen, UIUC, Associate Director, Center for Advising and
Academic Services
Daniel Mann, UIUC, Director of Financial Aid
Timothy Opgenorth, UIC, Director of Financial Aid
Gerard Joseph, UIS, Director, Financial Assistance
Brian Roessler, UIC, Assistant Dean Student Affairs College of Liberal
Arts and Sciences
Keith Marshall, UIUC, Executive Director for the Campus Center for
Advising and Academic Services and Associate Provost
Rob Dixon, UIC, Registrar
Brian Clevenger, UIS, Director of Records and Registration/Registrar
Rod Hoewing, UIUC, Interim Registrar
Brian Catherwood, UIS, Technical Analyst, Office of Records and
Registration

Business Intelligence/Performance Management ITPC Subcommittee Membership


Name
Jim Bono

Laura Dorman
Amy Edwards

John Evans
Gloria Keeley
Tony Kerber
Beth Ladd
Mary Lelik
Bill Reynen
John Rossi
Kevin Shalla
Aaron Shures
Bruce Vojak
Aaron Walz (Chair)
Ruth Watkins
Rich Williams
Ilir Zenku

Campus and Unit


Title
UIC College of Pharmacy, Office of
Associate Dean, Business
the Dean
Development & Administrative
Affairs
UIS Office of Institutional
Director of Institutional Research
Research
UIUC Division of Management
Director, Division of Management
Information, Provost & VC
Information
Academic Affairs
Associate Provost for Management
Information
UA Planning and Budgeting
Executive Director of Information
Systems
UA OBFS
Assistant VP, Administrative Systems
UA Human Resources
Director, Human Resources
Information Management Systems
UA Admin Info Technology
Assistant Director of Business
Services (AITS)
Information
UIC Office of Institutional
Director of Institutional Research
Research
U of I Foundation
Chief Information Officer
UIUC College of Law
Executive Assistant Dean
UIC Office of Registration and
Associate Director, Information and
Records
Technical Services
UIS VC Academic Affairs
Assoc. Provost / Dir. of Bus. &
Financial Analysis
UIUC College of Engineering,
Associate Dean for Administration
Engineering Administration
UA Admin Info Technology
Director of Decision Support
Services (AITS)
UIUC College of Liberal Arts and
Dean
Sciences
U of I Alumni Association
Chief Information Officer
UA VP Health Affairs
Assistant VP, Health System
Information Technology


Cross-functional Group Membership

Note: The membership of the cross-functional group must contain 50% campus representatives and
also have representation from each campus. The current voting membership breakdown is 6 campus
representatives and 6 UA representatives.
Role
FY13 Member
*Chair and ITPC
Michael Hites, Associate Vice President, AITS (UA)
Representative
AITS Representative
Kelly Block, AITS-UA, Assistant Vice President for Portfolio and
Process Management (non-voting)
AITS Representative
Richard Harris, AITS-UA, Assistant Vice President, Application
Development, Support, and Data
AITS Representative
Stephanie Dable, AITS-UA, Director of Technical Application

Page 6 of 13

Role
AITS Representative
AITS Representative
Finance ITPC Subcommittee
Chair
Finance ITPC Subcommittee
Representative
Finance ITPC Subcommittee
Representative
HR ITPC Subcommittee Chair
HR ITPC Subcommittee
Representative
HR ITPC Subcommittee
Representative
Student ITPC Subcommittee
Chair
Student ITPC Subcommittee
Representative
Student ITPC Subcommittee
Representative

FY13 Member
Management (non-voting)
Heather Hafner, AITS-UA, Interim Assistant Director Information
Solutions
Beth Ladd, AITS-UA, Assistant Director of Business Information
(non-voting)
Gloria Keeley, OBFS-UA, Assistant Vice President Admin Services
Pat Patterson, OBFS-UA, Controller
Ed Valentine, UIC, Business Systems Coordinator
Tony Kerber, UA, Senior Director of Human Resources Information
Systems Strategy
Cindy DeBrock, UIUC, Human Resources Assistant Manager,
Academic Human Resources
Ken Scott, UIC, Manager HRIS
Mike Kamowski, UIC, Director Office of Student Systems Services
Rod Hoewing, UIUC, Interim Registrar
Brian Catherwood, UIS, Technical Analyst, Office of Records and
Registration

Page 7 of 13

Authority
The ITPC is a project selection, advisory and prioritization group. It makes selection decisions and
recommendations (depending on project size) on administrative information technology projects.
This authority is established by AAMT. ITPC is not directly responsible for implementation of
selected projects; however, individual ITPC members may oversee implementation efforts in their
own units.

Responsibilities
The foremost responsibility of all direct participants in the ITPC process is to select administrative IT
work that provides the most value and is looking out for the best interests of the university. The
other principal responsibilities and functions of the AAPC, central ITPC, subcommittees and cross-
functional group include:

AAPC

Oversight
o Provide funding for the ITPC process.
o Provide high-level oversight of ITPC operations and endorse the role and responsibilities
of the process.

Review - Provide review of ITPC project proposals.



o Level 3 projects 5,000+ hours of total effort or $250,000 in requested ITPC funding.
For level 3 projects ITPC provides an advisory review with recommendation provided to
AAPC for final review.

Strategy Provide input to the ITPC regarding campus initiatives that would benefit from the
application of administrative information technology.


ITPC

Oversight
o Provide oversight for the ITPC process and its functions on an ongoing basis.
o Monitor resource demand and capacity on an ongoing basis and utilize that information
to adjust capacity levels and advise project approval decisions.
o Annually review and confirm membership of ITPC and subcommittees with the Provosts
and Vice Presidents. Identify skills and experience needed for membership to fill
positions.

Review - Provide review of ITPC project proposals. ITPC projects are classified differently based
on the effort and cost associated with the project. Projects are subject to increasing levels of
scrutiny based on their resource requirements.

o Level 1 project 250 to 849 hours of total effort and up to $100,000 in requested ITPC
funding. Note that any projects requesting ITPC funding, even if less than 250 hours of
effort require ITPC review and approval. For level 1 projects, ITPC provides cursory
review for informational purposes only. Subcommittees hold final approval authority
for Level 1 proposals up to the dollar and effort limitations imposed by ITPC.

Page 8 of 13

Level 2 project 850 to 4,999 hours of total effort or $100,000 to $249,999 in requested
ITPC funding. For level 2 projects, ITPC has final review authority. Subcommittees
review level 2 projects in an advisory role to ITPC.
Level 3 project 5,000+ hours of total effort or $250,000 in requested ITPC funding. For
level 2 large projects ITPC provides an advisory review with recommendation provided
to AAPC for final review.

Strategy - Work with university leadership groups to determine how administrative information
technology projects can be deployed in support of university and campus strategic initiatives.
Provide guidance to the ITPC subcommittees and other stakeholders to solicit project proposals
that fit these strategic requirements.


Communicate
o Execute a formal Communication Management Plan for the ITPC process to address all
stakeholder information needs.
o Develop and distribute an annual report that outlines what has been accomplished
during the fiscal year and how that accomplishment compares to demand.

ITPC Subcommittees

Review - Provide review of ITPC project proposals.

Level 1 project 250 to 849 hours of total effort and up to $100,000 in requested ITPC
funding. Subcommittees hold final approval authority for Level 1 proposals up to the
dollar and effort limitations imposed by ITPC. These are forwarded in summary fashion
to ITPC for informational purposes only.
Level 2 project 850 to 4,999 hours of total effort or $100,000 to $249,999 in requested
ITPC funding. For level 2 projects, subcommittees review level 2 projects in an advisory
role to ITPC. ITPC has final review authority.
Level 3 project 5,000+ hours of total effort or $250,000 in requested ITPC funding. For
level 2 projects, subcommittees review level 2 large projects in an advisory role to ITPC.
ITPC provides an advisory review with recommendation provided to AAPC for final
review.
Conduct project review and selection in the context of any resource boundaries
provided by the central ITPC.


Prioritize - Provide a prioritization of all approved projects not yet started on a quarterly basis.
This prioritization is utilized to guide the scheduling of projects.
Strategy

o Obtain input on a systematic basis from front-line college and department units to
identify needs that may be addressed within the ITPC process.
o Identify and work systematically with campus level committees to help identify business
issues important to front-line units that may be addressed within the ITPC process.
o Discuss cross-campus development of templates and share techniques for encouraging
cross-campus coordination.

Communicate - In accordance with the Communication Management Plan, communicate with
stakeholders appropriately.

Page 9 of 13

ITPC Cross-Functional Group


Review - Provide review of ITPC project proposals. The results of these reviews will be
recommendations to ITPC regarding approval and prioritization. Projects subject to this review
include:


o
o
o
o

Cross-functional templates where the scope of the project crosses across the lines of
Finance, HR and Student.
Technology projects that are not mandatory.
Business Intelligence/Performance Management projects that do not clearly belong in
one of the functional areas.
Any and all other projects that do not have a direct route through one of the established
functional subcommittees. No templates are permitted to proceed directly to ITPC
without preliminary review.


Prioritize for review/approval On a quarterly basis, prior to the scheduled ITPC meeting,
provide to ITPC a prioritization across all projects scheduled for ITPC review at its next meeting.
This is to provide guidance to ITPC regarding funding and resource allocation across functional
areas.

Prioritize for scheduling On a quarterly basis, utilizing the prioritizations provided by the
functional subcommittees, prioritize the top 10 projects for scheduling among all projects in the
queue. This information is to be provided to ITPC for informational purposes and to the project
scheduling offices to be utilized in scheduling.

Communication As this group reviews all projects for prioritization purposes, the chairs of the
subcommittees will provide summary overview information from the cross-functional group back
to the subcommittees to raise awareness of other initiatives. At the cross-functional group
meetings, the subcommittee chairs should represent their constituencies to better inform the
group of projects or actions in their functional areas.

Page 10 of 13

Operations
Meeting Logistics
The ITPC meets on a quarterly basis. Subcommittees meet on a monthly basis. The cross-functional
group meets on a quarterly basis. In addition, a separate annual one day ITPC retreat will occur near
the fiscal year-end. The location of the retreat will either occur at a central location or will rotate
between the campuses. Additional meetings may occur as the Team or its Chair deems advisable.
The Teams will publish minutes of its proceedings on the ITPC website. The ITPC members will be
furnished copies of the minutes of each meeting.
The committees are governed by the following rules for meetings:

Meetings are normally held with remote video linking between Chicago, Springfield and
Urbana.
Certain actions can be taken without meetings with review and approval of the group.
Agenda items are to be submitted to the chair at least 10 days prior to the scheduled
meetings. The meeting package will be distributed to the committees one week in advance
of the scheduled meetings.
At committee members discretion, they may send a substitute attendee in their place and
empower them with the right to vote on proposals. Committee members with a high
absentee rate should be replaced as appropriate.
If there are no agenda items for a scheduled meeting, the chair may cancel the meeting.
For voting matters, a simple majority rules.

The ITPC is authorized to adopt its own rules of procedure, as long as the procedures are consistent
with (a) the provisions of this Charter, (b) the provisions of the Bylaws of the University, or (c) the
laws of the State of Illinois.
Mandatory Projects

ITPC projects may be mandatory or discretionary. Mandatory projects are those mandated by the
Board of Trustees or regulatory bodies or systems projects that must be pursued to maintain the
integrity of the application infrastructure (such as system upgrades). Discretionary projects are those
that add new or improved functionality but are not required. Within project proposals, the elements
of a project that are mandatory versus discretionary should be clearly distinguished.
Mandatory projects do not require formal approval by the ITPC committee or AAPC. Projects
evaluated as mandatory by the Application Portfolio Coordinator AITS, will be reviewed by the ITPC
Cross-functional group to confirm the assessment of their mandatory nature and provide input on the
scheduling of these projects. These approvals are communicated to the ITPC at the next meeting for
their review.

Page 11 of 13

Calendar
The meeting calendar for FY12 is detailed below. Some of this information is incomplete as specific
meeting dates are yet to be finalized. A current version of the calendar can be accessed online at:
http://www.itpc.uillinois.edu/ItpcCommMeetSchedules/. As the ITPC charter is reviewed annually,
the current calendar will replace the prior year calendar.
ITPC

ITPC

ITPC

ITPC

ITPC

Cross-Functional

Finance

HR

Student

BI/PM

3/28/12

5/21/12

4/25/12

7/11/12

7/6/12

7/10/12

5/30/12

8/20/12

7/25/12

8/1/12

8/3/12

8/14/12

AAPC

ITPC

2nd Friday of
each month

8/29/12

11/12/12

10/24/12

9/5/12

9/7/12

9/11/12

11/28/12

2/18/13

1/23/13

10/3/12

10/5/12

10/9/12

2/27/13

5/20/13

4/24/13

11/7/12

11/2/12

11/13/12

3/27/13

12/5/12

12/7/12

12/11/12

5/29/13

1/2/13

1/4/13

1/8/13

2/6/13

2/1/13

2/12/13

3/6/13

3/8/13

3/12/13

4/3/13

4/5/13

4/9/13

5/1/13

5/3/13

5/14/13

6/5/13

6/7/13

6/11/13

Major Events
There is a normal business cycle to the activities of the ITPC process throughout the year. Significant
events are highlighted below:
Quarter 1 July - September
Normal operations all committees meet as scheduled
Quarter 2 October - December
Subcommittees solicit large project proposals for next fiscal year
Quarter 3 January March
ITPC subcommittees select large project proposals for next fiscal year
Quarter 4 April June
ITPC reports to AAPC regarding plans and resource requirements for FY14
AAPC selects FY14 large projects
ITPC compiles FY13 Annual Report
All committees select members for next fiscal year

Page 12 of 13

Document History:
Version
Date
2.3
8/15/12
2.2
2.1
2.0
1.0

8/18/10
11/17/09
08/26/09
10/10/08

Comments
Updates for membership changes, changed AAMT to AAPC, added
BI/PM subcommittee, and updated dates
Updates for membership changes
Updates for membership changes
FY10 Draft for FY10 ITPC Review
Final draft approved by AAMT.

Page 13 of 13

Governance process communication matrix



MeeAngs with User Community


Report on ITPC Annual MeeAng

Quarterly NewsleMer
- projects compleAng
- projects starAng
- major project updates
- ITPC Ameline / key dates
- Procedure/resources for submiTng a
request

ITPC Strategic Focus for Projects


Survey Data

Periodic/ TBD
Annually

Quarterly

Annually
Semi-annually

Ongoing

AOer meeAng
AOer meeAng
AOer meeAng
AOer meeAng

AAMT Decisions
ITPC Decisions
ITPC SubcommiMee Decisions
X-funcAonal Group Decisions

ITPC Project PrioriAzaAon

Ongoing
Ongoing
Monthly
Upon Approval

Monthly
Monthly
Monthly
Monthly
Monthly
Quarterly
Annually

Frequency

Project Templates
Process DescripAon
Work Request Detail
ITPC & SubcommiMee MeeAng Minutes

Individual Project Status Report


ITPC Overall Project Timeline
ITPC One-page Summary
ITPC Financials
ITPC Performance Analysis
ITPC Resource / Pipeline Overview
ITPC Annual Report

Deliverable / Communica-on

ITPC Communica-on Matrix


FY 11

presentaAons plus annual meeAng


email, website, meeAng distrb.

email

email, website, meeAng distrb.,


annual meeAng
meeAng distribuAon, annual report

email, website, meeAng distrb.

email, website
email, website, meeAng distrb.
email, website, meeAng distrb.
email, website, meeAng distrb.

website
website
website
website, meeAng distrib.

email, website
email, website
email, website, meeAng distrb.
email, website, meeAng distrb.
email, website, meeAng distrb.
email, meeAng distrb.
email, website, meeAng distrb.

Method

PMO
Hites, Block,
Cordova, SC Chairs
Hites, PMO

ITPC
PMO

XFG, ITPC

PMO
PMO, SC
PMO, SC
PMO, XFG, SC

PMO
PMO
PMO
PMO

PMO
PMO
PMO
PMO
PMO
PMO
PMO

Who Responsible?

x
x

x
x

x
x
x
x

x
x
x
x
x

x
x

x
x

ITPC
x
x
x
x

AAMT

x
x

x
x

x
x
x
x

x
x
x
x
x
x
x

x
x

x
x
x

x
x
x
x

x
x
x
x
x
x
x

Audience
Subcommi8ees
X-funct Group

x
x
x
x

x
x
x
x

Proj. Sponsors

x
x

x
x
x
x

x
x
x
x

x
x
x
x
x
x
x

User Community

Governance process annual report



INFORMATION TECHNOLOGY PRIORITIES COMMITTEE


prioritize. collaborate. improve.

ITPC
FY15 Annual Report
PRIORITIZE

to ensure the best use of University


resources in providing value through
administrative IT services.

COLLABORATE
to identify opportunities,

manage risks, plan future initiatives


and leverage resources.

IMPROVE

productivity of University
constituents.

UNIVERSITY OF ILLINOIS

contents
04

Highlights

06

FY15 Completed Projects

08

Large Projects

10

Projects by the Numbers

ITPC University of Illinois

about

The Information Technology Priorities Committee (ITPC)


process provides a common approach to solicit, review, prioritize and execute administrative information
technology resources. This annual report takes a look
at ITPC in FY15 and looks ahead to FY16.
With authority established by the Academic Affairs Planning Council
(AAPC), the ITPC is the primary body responsible for the evaluation of
administrative information technology initiatives. With representatives
from multiple subject areas, University Administration and the campuses, the committee evaluates administrative IT initiatives from project
inception through the end of a projects lifecycle by making decisions
and recommendations on projects that provide the most value and are
in the best interest of the university.
ITPC covers administrative projects that:
involve resources from a University Administrative unit;
involve campus based units that plan to offer an administrative system
for the entire campus;
interface with an enterprise system, or;
seek funding from the central pool of administrative information
technology dollars allocated by the Academic Affairs Planning Council.
Within the ITPC process are six committees formed to review, approve
and prioritize projects. Those bodies are the ITPC (central committee),
ITPC Cross-functional group and four functional subcommittees: Finance,
Human Resources, Student and Business Intelligence/Performance
Management which feed proposals and prioritization information to the
central committee.

ITPC Membership
Michael Hites (Chair), (UA)
Andrea Ballinger (UIAA)
Brian Catherwood (UIS)
Cynthia Herrera Lindstrom (UIC)
Dedra Williams (UA)
Dibyen Majumdar (UIC)
Dimuthu Tilakaratne (UA)
Farokh Eslahi (UIS)
Ilir Zenku (UIC)
Jaclyn Finch (UIC)
Jan Novakofski (UIUC)
Kevin Browne (UIC)
Kristi Kuntz (UIUC)
Kristy Kuzmuk (UA)
Laurel Newman (UIS)
Mark Henderson (UIUC)
Maureen Parks (UA)
Michael Bass (UA)
Michael McClintick (UIF)
Nancy OBrien (UIUC)

For more information about the ITPC process, including project status
reports, project proposals, upcoming meetings, and previous annual
reports, please visit www.ITPC.uillinois.edu.

FY15 Annual Report

ITPC University of Illinois

Highlights

A few of the enterprise-wide IT solutions and strategic initiatives supported through the ITPC process in FY15.

myResearch
Portal Release
This myResearch Portal is designed
to: enable Principal Investigators to
view their proposals, negotiations
and awards; provide summary financial data using standard grant
formats; provide access for Business
Managers to see all grants associated
with their department. This multiyear project is on its 3rd release and
will continue releasing enhancements
and integrations with new and existing systems.

Contract
Management
System
The Illinois Contract System will
enable the university to manage the
entire contract lifecycle from contract
request, authoring, negotiation, and
approval. The scope of this project
extended to all campuses and units
that engage in the development, authorization, review, regulatory filing,
and archiving of all contracts authorized by the University.

FY15 Annual Report

ITPC University of Illinois

New Hire
Redesign
The University of Illinois New Hire
system is likely the first interaction
new staff have with the Universitys
IT infrastructure. A positive onboarding experience sets a better tone
for future interactions. This project
enhanced the New Hire system to
improve the usability of the applications, ensure ADA compliance, and
reduce the departmental, HR, and
UPB work load.

Banner Events
Management
Student events such as orientation
and preview days are an important
opportunity for students and their
parents to make a connection with
the University of Illinois. This project
replaced the two existing systems
with an integrated Banner system.
This system will create efficiencies
and is expected to improve the
participants experience by providing web-based check-ins and event
information.

Identity Access
Management
System
The OIDPW release at the UIS campus provided students with self service reset functionality and eliminated the reliance on SSNs as a means
to reset a password. This multi-year
project will eventually decrease the
number of times a user is required to
authenticate when accessing University systems.

FY15 Annual Report

ITPC University of Illinois

COMPLETED
PROJECTS
FY15

In FY15, ITPC provided oversight for 22 completed projects that brought new
functionality and value to University faculty, staff and students.
ITPC-0328 Contract Management System
(All*) | Improved the management of entire
contract life-cycle from contract request,
authoring, negotiation, and approval.

ITPC-0438 DRES Integrated IT Solution Analysis


(Campuses) | Integrated IT solution to improve
the quality of services to a rapidly growing
population of students with disabilities.

ITPC-0398 UAFR: Surplus Warehouse Inventory


System (UIUC, UIC, UA) | Decreased redundant
data entry while improving processing and
reporting on surplus inventory to reduce audit risk
and maintenance costs.

ITPC-0439 UPB: Direct Pay Application Rewrite


(All) | This mandatory rewrite eliminated the
applications current reliance on SSNs, improving
compliance with certain federal, state, and
university policies.

ITPC-0428 PARIS Prior Pay Adjustments (ALL) |


Integrated solution to decrease payroll processing
time and create internal labor efficiencies of
approximately $125,000 per year.

ITPC-0411 Implement Banner 9 Events


Management (Campuses) | Improved the student
and parent experience during the orientation and
preview day processes with an integrated Banner
system.

ITPC-0430 State Clearing Application Rewrite


(UA) | Replaced State Clearing System (SCS) to
leverage current process functionality while fixing
current issues and reducing risk of system failure.
ITPC-0435 UPB: Database Analysis (UA) |
Evaluation of UPB databases and tools for
improved Payroll and Benefit systems to decrease
risk of system failure, consolidate systems, and
create efficiencies.

FY15 Annual Report

ITPC-0446 BO Desktop Intelligence Standard


Report Conversion (All) | This project addressed
the conversion or decommissioning of over 700
standard reports.
ITPC-0458 Desktop Intelligence Ad Hoc Report
Conversion (All) | Ensured user access to
information needed to support critical business
functions across campuses, colleges and
departments.

ITPC University of Illinois


ITPC-0461 New Hire Redesign Implementation
(All) | Enhanced the New Hire system to
improve usability of the applications, ensure ADA
compliance, and reduce the departmental, HR,
and UPB work load.
ITPC-0467 Automated Grade Change Process
(UIUC/UIC) | Implemented Banner workflows to
support the Grade Change Process at UIUC and
UIC, reducing errors, rework, and cycle time for
grade changes.
ITPC-0475 Pension Reform (All) | This
mandatory project addressed Public Act 980599
(Pension Reform) and impacted several processes
within University Payroll Benefits and Human
Resources.
ITPC-0476 Nelnet Business Solutions FY15
Maintenance (Campuses) | Provided resources
for regularly scheduled vendor upgrades by NBS
QuikPay product which processes over 260,000
transactions annually.

ITPC-0484 Banner 8.6.x and Oracle upgrade


(All) | Required upgrade to maintain critical
enterprise systems.
ITPC-0485 Program Review Dashboard
(Campuses) | Requested by the VPAA and BOT,
this program will serve as a high level assessment
of the status of all academic departments across
all three campuses.
ITPC-0486 Financial Aid Regulatory Changes
for FY15 (Campuses) | Improved compliance
with federal and state financial aid requirements
to reduce risk and maintain systems critical to
the Universitys timely and acurate processing of
financial aid awards.
ITPC-0488 UIUC Winter Term Creation
(UIUC) | Established a formal Winter Session
offering high-demand undergraduate courses online to improve services to students and reduce
time to degree.
*affected units

ITPC-0477 SciQuest Maintenance for FY15


(All) | This project implemented regular vendor
upgrades to the iBuy platform.
ITPC-0478 8 Prodagio (iCS) FY15 Maintenance
(ALL) | Implemented routine upgrades of
Prodagio and the Documentum server and
software, ensuring the timely processing of all
contracts.
ITPC-0479 HRFE/PARIS Maintenance for FY15
(ALL) | Provided maintenance systems that
process more than 170,000 HR transactions per
year.
ITPC-0482 Clarity 13.3 Upgrade (UA) | Upgraded
to increase system speed for management of IT
project porftolios.

FY15 Annual Report

ITPC University of Illinois

LARGE PROJECTS
Approved in FY15

Student CRM System


All insitutions of higher education are facing challenges in attracting and retaining students.
The competition for Illinois students from neighboring states and the Big Ten has put added
pressure on our recruitment efforts. This project will improve our recruitment efforts, increase
our ability to meet current expectations for personalized and consistent communication, provide internal labor
savings of $40,000 per year, and direct cost savings of $165,000 per year. Expected benefits: Improve recruitment effectiveness / Create Labor efficiencies.

Capital Project Management System


The University Office of Capital Programs and Real Estate Services uses 10 year old, poorly
integrated systems to facilitate the capital delivery process. This project will minimize the
need for redundant data entry and allow for enhanced workflow with a unified project management system to
facilitate compliance, consistency, error detection, and reporting. Expected internal labor savings is approximately
$793,000 per year through reduced change orders. Expected benefits: Create significant labor efficiencies |
Aide with compliance and error detection | Eliminate duplicate data entry | Provide savings via reduced change orders.

Employee Training Infrastructure


University of Illinois is subject to more than 250 federal compliance requirements as well as
numerous state regulations. Delivering, completing, and documenting the required training to
meet these regulations is a large burden and non-compliance is a common risk. This project
will address these issues by implementing a centralized system for delivering and reporting of this information.
Expected benefits: Assist with research compliance / Create proposal efficiencies / Assist with state government compliance.

DRES Integrated IT Services Implementation


This solution will accommodate a rapidly growing population of students with disabilities
(UIUC registered students with disabilities have increased over 38% from 2008 to 2014), and
will simplify and improve the quality of these services. It will also enable ongoing assessments to better inform strategic planning and budget planning processes. Expected benefits: Improve quality
of student services | Maintain the Universitys leadership in post-secondary disability
access.

Biennial Inventory Application


This application will allow the University to be more effective in performing the biennial inventory. Continued recurring audit findings may result in lost revenue and grant funding based
on critical evaluations from Federal and State government funding sources. This project will
increase compliance with the Illinois State Property Act and is expected to provide internal labor savings of approximately $775,925 per year (at year 5 post implementation). Expected benefits: Enable state government
compliance | Instill stakeholder confidence | Create labor efficiencies.

FY15 Annual Report

ITPC University of Illinois

PROJECTS

IN PROGRESS and IN QUEUE


In Progress

ITPC-0305 Upgrade to Astra Schedule Software to


Version 7 REVISED ITPC-0359 DARwin Upgrade to
u.achieve ITPC-0367 Service Desk Management
Front-end ITPC-0368 Athletics NCAA CAI ITPC-0374

Enterprise Academic Leave Tracking and Reporting ITPC-0375 Identity and Access Management
(IAM) ITPC-0408 GCO: Sponsor Remittances ITPC0412 Online Course Catalog ITPC-0421 Employee
Training Infrastructure Analysis ITPC-0442 GCO:
Federal Financial Report Modification ITPC-0444
Finance Reports Distribution ITPC-0449 UAFR:
Banner Feeder Application ITPC-0453 Analysis and
Implementation of iBuy data into the EDW ITPC0463 Analysis and Implement PPACA Monitoring,
Controlling, and Reporting ITPC-0465 START myResearch ITPC-0469 Finance Reports Distribution Role
Application ITPC-0472 UAFR: Investment Income
Distribution Application Rewrite ITPC-0473 BOXI
Upgrade Implementation ITPC-0480 Preferred
Name Analysis ITPC-0481 Retiree Rehire Data into
EDW ITPC-0489 EMC ApplicationXtender Upgrade to
7 ITPC-0490 SAT Changes for 2015 ITPC-0492 UAFR:
Account Code Search Application ITPC-0498 Retro
Pay ITPC-0500 View Direct Upgrade ITPC-0501
SDM Upgrade ITPC-0503 Document Management
Service Analysis ITPC-0505 and ITPC-0513 Banner
Student and Finance Upgrade ITPC-0506 Gimmal
(iCS) FY16 Upgrades ITPC-0507 SciQuest (iBuy) FY16
Maintenance ITPC-0508 Nelnet Business Solutions

FY16 Maintenance ITPC-0510 HRFE/PARIS Maintenance for FY16 ITPC-0511 Financial Aid Regulatory
Changes for FY16 ITPC-0512 uPortal Upgrade ITPC0513 Banner Finance Upgrade

In Queue (in order of priority)


ITPC-0504 Student CRM Implementation ITPC-0466

HireTouch Data Acquisition Phase 2 - Custom


Forms Data ITPC-0493 UOCPRES: Capital Project
Management System ITPC-0468 AD Astra UIC Unit
Pilot (Implementation Phase 2) ITPC-0502 Employee
Training Infrastructure Implementation ITPC0491 DRES Integrated IT Services Implementation
ITPC-0353 Learning Management Systems (LMS)
Banner Integration ITPC-0494 UAFR: Biennial Inventory System ITPC-0462 HR and Payroll Legacy
Databases-Equivalent Access Analysis ITPC-0509
NESSIE/UHR Redesign and Consolidation ITPC0464 Position Tracking System for Civil Service
Employees ITPC 0306 Banner Relationship Management (BRM) Implementation ITPC 0499 AITS:
Message Enable XCFOAPAL Application ITPC-0471
Implement ICS Data into the EDW ITPC 0363 UAFR:
FOAPAL Maintenance Web Application ITPC-0370
Costing Application Analysis ITPC-0487 Upgrade
Enterprise Messaging Brokers ITPC-0512 uPortal
Upgrade

FY15 Annual Report

ITPC University of Illinois

10

Projects by the Numbers


Investment

3:1

$1.4M 79,473

ROI

project benefits
vs. costs

513

reviewed

FY15 funding

UA actual
project
hours FY15

ITPC Projects to Date

395

445

approved

completed

65

53

rejected/
withdrawn

in progress/
in queue

$23M
$50M
funding

contributed
labor costs

Projects in Progress and Queue at 7/1/15


16 Finance
13 Student
12 Technology
10 HR
1 BI/PM
1 Research Admin
FY15 Annual Report

86,700
approved FY15
AITS project
hours in queue

Customer Requested v.
Mandatory

37 / 16

53%

increase in
project backlog
from FY10 to
FY15

ITPC University of Illinois

FY15

22

11

ITPC

Performance
Snapshot

completed projects
26 - average FY10-FY15

23

projects approved
24 - average FY10-FY15

53

in progress/in queue
55 - average FY10-FY15

2,612
hours project size

2,047 - average FY10-FY15

FY15 Annual Report

MORE INFORMATION
including project status reports, project
proposals, upcoming meetings, and
previous annual reports can be found at
www.itpc.uillinois.edu.

Icons made by Freepik from www.flaticon.com


and is licensed under Creative Commons by 3.0

Governance process quarterly prioritization matrix



ITPC Projects for Prioritization


8/14/14 7:22 AM

Red = approved more than 365 days ago, Yellow=240-365

1/3

Projects for Prioritization


Name

Area

Approved

Effort

AITS
Effort

ITPC
Funding

Project
Start
Date

Funct.
Priority

Last
ITPC
Rank

ITPC-0462
HR and
Payroll
Legacy
Databases Equivalent
Access
Analysis

Human
Resources

Aug 2013

820

350

$0

TBS

ITPC-0442
GCO:
Federal
Financial
Report
Modification

ITPC-0466
HireTouch
Data
Acquisition
Phase 2
Custom
Forms Data

ITPC-0353
Learning
Management
Systems
(LMS)
Banner
Integration

ITPC-0480
Preferred
Name
Analysis

Notes

This project will produce an analysis of and an implementation proposal for providing UIC HR, UIS HR, and UA Payroll access to
pertinent data elements housed in the legacy ECOS and PHD databases. This data is currently only available to departments
at UIUC.
The primary beneficiaries of this project, once the system is implemented, are campus and UA HR staff

Finance

Jan 2013

745

470

Feb 2015

This project
will run at
about the same
time as Banner
8.8/8.9
upgrades.

This project will alter the process for filing the required Federal Financial Report (FFR) to the federal granting agencies by
creating a modification to the Banner FFR process introduced in the 8.2 Upgrade. The business goal is to improve the
timeliness, effectiveness, and accuracy for filing the FFR, which is currently a very labor intensive process.

Human
Resources

Nov 2013

2,720

2,570

$0

Jan 2015

This project wil add the missing HireTouch data into the EDW, to enable users to produce reports with all the necessary
information.
Analysis of data in the custom forms will allow HR staff to report on trends related to the hiring process. This trend analysis will
assist in the recruitment process by providing colleges and departments insight into common stopping points in the hiring
process. This will also help colleges and departments work toward a hiring process that is more effective and efficient than it is
currently. Identifying issues in the hiring process, such as common reasons for declined job offers, will allow colleges and
departments to adjust processes to obtain desired faculty and faculty support staff.

Student

Aug 2010

1,220

848

$22,725

TBS

Required
features not
available.
Performance
issues with
current
version.

The project is designed to meet the faculty and colleges request for integrating the UI Learning Management Systems with
Banner. This phase will be to implement the Banner eLearning 8.0 functionality. This interface is supported by SunGard and
provides for registration and grading. The solution will be for Blackboard. Phase 2 (ITPC-0354) will be for the University to
build an interface to eLearning 8.2 for unsupported LMS.

Student

May 2014

400

400

$0

TBS

UIS/UIUC/UIC Student Government and UIC Sexuality and Gender Center have requested that students be able to be
addressed by a preferred name. This requirement would also aid international students, as often they have a preferred name
that is different than their official passport name in Banner. This preferred name would be displayed on the class roster and the
portal. The three campuses have been consulted and would like to explore this possibility.
This analysis template is to explore how we could accommodate the preferred name in Banner without impacting the other
modules (HR and Finance).

ITPC-0468
Ad Astra UIC
Unit Pilot
(Implementat
ion Phase 2)
ITPC-0369
Course
Trend and
Grade
Distribution
Analysis

Student

Nov 2013

750

640

$16,500

Feb 2015

This project will implement a single pilot UIC campus unit in Ad Astra after the ITPC-0305 project team has learned enough from
the implementations for UIC, UIS, UIUC scheduling offices. This pilot deployment will not include migration and support services
or roll outs to other campus units. Work after the initial pilot will be done under the purview of UIC ITGC.

BI PM

Mar 2011

820

760

TBS

There is an
outstanding
concern
regarding
reporting on
grades which
may impact the
timeline or
scope of this
project

ITPC-0369
Course
Trend and
Grade
Distribution
ITPC
Projects
Analysis

for Prioritization

8/14/14 7:22 AM
Name

Red = approved more than 365 days ago, Yellow=240-365


Area

Approved

Effort

AITS
Effort

ITPC
Funding

Project
Start
Date

2/3
Funct.
Priority

Last
ITPC
Rank

Notes

This project will build an On-Line Analytical Processing (OLAP) Cube to support course enrollment by gradable section analysis.
This will provide decision makers and analysts with an easy to use interface for slicing and dicing their gradable section
enrollment and course outcome data on the fly, providing much better support for analysis and trending as well as eliminating (or
at least reducing) the need to involve technical staff in creating a series of ad-hoc reports or queries.

ITPC-0483
Tableau
License
Expansion
ITPC-0306
Banner
Relationship
Management
(BRM)
Implementati
on

BI PM

May 2014

80

80

$190,000

TBS

This project will implement a license expansion for the AITS hosted data visualization tool called Tableau. Several units have
piloted Tableau, have found great value in it and would like to expand their usage. The expansion of the Tableau license would
open up options for secure delivery of dynamic and visual reports and allow units to consolidate licensing under the University
license structure.

Student

Apr 2009

9,034

6,096

$775,487

Sep
2009

11

The clients
requested the
project to be
put on-hold
awaiting the
results of the
Student
Recruitment
RFP.

Prospective students and their parents also have increasingly high expectations from potential schools, in terms of personalized
contacts and consistent communications. At this point the contact has been done by using various solutions (i.e. telecounseling,
mailcampaigns, high school contact and direct contact). There is no application at the University of Illinois which brings all of
these approaches into one source.

ITPC-0464
Position
Tracking
System for
Civil Service
Employees

Human
Resources

Aug 2013

2,000

1,510

$0

TBS

12

This project will build a position control system to track Civil Service positions at all campuses. This ystem will track positions at
the University to determine position history, position vacancies, and closed positions. This system will help fulfill the needs of the
State Universities Civil Service System (SUCSS) audit.
Currently, each campus gathers information through a combination of manual data gathering and running various reports from a
number of systems. Urbana currently has a position control system based on an Access database which needs updated and
replaced.
It is anticipated that this system will reduce duplicate data entry and reduce our reliance on paper files.

ITPC-0453
Analysis and
Implementati
on of iBuy
data into the
EDW
ITPC-0363
UAFR:
FOAPAL
Maintenance
Web
Application

Finance

Nov 2013

893

848

$0

TBS

13

This project will provide more complete iBuy transaction data to Campus and UA staff. Because Banner does not store the
complete transaction data from iBuy, users find it difficult to tie out PO/Invoices with iBuy. Typically, the users will log into iBuy
and look at purchases line by line. This project will make these additional details available in the EDW and provide a standard
report to eliminate the need for this time consuming step.

Finance

Feb 2011

896

696

$0

Sep
2012

14

7/11/2014 (CC):
This project
will likely start
up again in
Spring 2015.
10/30/2013
(CC): At the
request of
Finance ITPC,
this project has
been put on
hold and
moved back to
the "To Be
Scheduled"
project queue
for
reprioritization.

This project would automate the FOAPAL Maintenance request and processing with the creation of a web-based application.
This would greatly reduce the time and effort of FOAPAL Maintenance requests as well as reduce the possibility of user error.
Paper usage would also decrease substantially as a majority of requests would be automated and paper-free, thereby aligning
the FOAPAL Maintenance process with one of the goals of the University.

ITPC Projects for Prioritization


8/14/14 7:22 AM

Red = approved more than 365 days ago, Yellow=240-365

3/3

Name

Area

Approved

Effort

AITS
Effort

ITPC
Funding

Project
Start
Date

Funct.
Priority

Last
ITPC
Rank

Notes

ITPC-0447
CCFD
System
Enhancemen
ts

Finance

Mar 2013

790

740

$0

TBS

15

This project
will be
submitted for
withdrawal to
the HR ITPC. A
new proposal
is being
developed that
will address the
needs for all 3
campuses.

This project will implement enhancements to the Campus Charitable Fund Drive system implemented in 2012.

ITPC-0471
Implement
ICS Data into
the EDW
ITPC-0370
Costing
Application
Analysis

ITPC-0472
UAFR:
Investment
Income
Distribution
Application
Rewrite
ITPC-0374
Enterprise
Academic
Leave
Tracking and
Reporting

Finance

May 2014

785

755

$0

TBS

16

This project will implement ICS data into the EDW in order to provide workflow management reporting as requested by campus
purchasing offices. In addition, it will provide a more flexible and sustainable reporting solution. The primary beneficiaries of this
project are the University Contract Records office and campus purchasing offices.

Human
Resources

Feb 2011

600

240

TBS

17

Low priority
ranking from
Functional
subcommittee

This is an analysis project to determine the requirements for an application/system to be used to cost union contracts. Analysis
of current in-house applications will be conducted to determine feasibility of leveraging available systems. This application would
be used across all campuses to assist with union negotiations and to determine the actual cost of a union settlement to the
University.

Finance

May 2014

850

$0

TBS

18

This project will update the Investment Income Distribution Application which is used to generate the feeder file for XFERPROD.
This project will allow for some pre-load validation, better error handling, and the reduction of data entry. The primary
beneficiaries for this project are UAFR staff.

Human
Resources

Feb 2011

2,834

2,634

$0

Apr 2012

99

1/10/14: Project
currently on
hold due to
higher priority
items. It has
been moved
back to the "In
Queue" project
list for
reprioritization
and a new start
date.

The project will provide employees and departments across the University with an easy-to-use application for reporting/and
tracking leave information. The proposal is to use the existing Academic Vacation and Sick Leave Reporting system that is used
by University Administration units and the University of Illinois Alumni Association and modify it to meet the needs of college/
campus units (i.e. include functionality for faculty reporting).

Resource Forecast Example



ITPCAITSResourceProjectionsasofJuly1,2014
AITS FTEDistributionbyFunction(12monthavg)
Backfill/Consultants=
10
5%
Maintenanceand
Support 42.47
18%
Capacity
forITPC
projects=
43.78FTE
21%

Projectssubmittedduringthisreviewcycle:
BannerupgradeforFY15
FinancialAidMandatory
ProgramReviewDashboard

IncreaseinFTEforITPC
projectsduetoITPC0465
STARTMyResearchand
Product QueueReduction
Funding

Futureprojects:
StudentCRM

Operations 61.69
28%
ITPCProjects Base
FTE33.78
16%

PPMO3
1%

WorkRequests 14.11 Security 9.23


NontechnicalSupport
4%
6%
22.86
InternalProjects4.22
9%
2%
CustomerRelations
0.00
Mgt.&Tech.Leads
0%
Admin&Fin.Mgt 9
15.41
AITSBaseFTE =208
4%
7%
AITSAugmentedFTE 218

AITSProjectResourceProjections MajorInitiatives
FY15

IAM, 19,200

STARTMyResearch,
12,000

HRFE/
PARIS, 6,000

FY16

IAM, 19,200

STARTMyResearch,
12,000

HRFE/
PARIS, 6,000

FY17

0
HOURS

STARTMyResearch,
12,000

IAM, 10,300

10,000

20,000

HRFE/PARIS,
6,000

DSRpts
6,450

FinanceRpts,
7,300

Banner, 10,200

Banner
9,000

ApprovedWork, 17,540

Banner
10,200

30,000

ApprovedWork, 16,040

NewWork,
10,996

NewWork, 37,436

40,000

50,000

60,000

70,000

Approximate AugmentedProjectCapacity 43.78FTE

40.0
Banner

35.0
30.0
25.0
20.0
15.0

NewWork

Approved Pipeline

FinanceRpts

Approximate BaseProjectCapacity 33.78FTE

DSRpts
HRFE/PARIS
STARTMyResearch

10.0
5.0
0.0
FTE

IAM
< Backfill
ProjectStaffFunded

Backfill ProjectStaff
Unfunded>

*Thisforecastincludesthefollowingrecurringmandatoryprojectsthathavenotyetbeensubmitted,butwhichare
expected:BannerUpgrades andHRFE/PARISMaintenance

Governance process monthly status package


Information Technology
Priorities Committee (ITPC)
Monthly Report for July 2014
Data as of 8/6/2014

The monthly report is compiled by the Administrative Information Technology Services (AITS)
Portfolio Management Office (PMO) for the ITPC. The PMO works with project managers to obtain
accurate and timely information. This report intends to provide a summary of the progress and status
of the projects that have been approved by the ITPC. For questions and information about the ITPC
process, please visit
http://www.itpc.uillinois.edu/.

Contents
Project summary
Funding
Project start and end dates
In progress project status
In queue projects
Reasons for overages
Completed projects
AITS Work Request Analysis

Page
2
3
7
8
14
16
18
19

ITPC One Page Summary as of 8/6/2014


Projects completed by FY
45
40
35

FY 08
42

FY 07
37

30

FY 11
37

FY 09
33

25

FY 13
34

FY 10
26

20

FY 12
26

FY 14
25

15
10
5
0
projects completed

AITS ETC's

Count of projects

Cumulative funding, actuals, and approved projected


cost
$25,000,000
$20,000,000

19

22,117

$15,000,000
$10,000,000
$5,000,000

62,774

39

$0
FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

Submitted

In queue

In progress

Submitted

In queue

$21,192,572
$19,685,953
$22,392,955
$21,774,545

In progress

Schedule performance

Budget performance
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

% on schedule

Cumulative funding
Cumulative expenditures
Cumulative approved projected cost
Cumulative anticipated spend

% moderately over schedule

% significantly over schedule

Projects completed in the last 60 days


ITPC-0347 Message Enable the Finance Accounts Payable
Feeder
ITPC-0401 Analysis to Extract and Load iCS data into EDW
ITPC-0427 Infor TEM upgrade
ITPC-0450 Nelnet Business Solutions Maintenance
ITPC-0451 Phase 1 Implementation of System Support for
Public Act 97-0968-SURS
ITPC-0454 InfoEd Application Upgrade
ITPC-0455 HRFE and Paris Maintenance for FY14
ITPC-0460 Business Obj XI Rel4 Upgrade Analysis
ITPC-0474 Mandatory Banner Student 8.6 Upgrade

% on budget

% moderately over budget

% significantly over budget

Projects scheduled to complete in


Projects started in the past 30 days
30 days
ITPC-0481 Retiree Rehire Data EDW
TPC-0446 BO Desktop Intelligence
ITPC-0485 Program Review Dashboard
Standard Report Conversion
ITPC-0479 HRFE and PARIS Maintenance for
FY15
ITPC-0478 Prodagio(iCS) Upgrades for FY15
ITPC-0476 Nelnet Business Solutions FY15
Maintenance
ITPC-0486 Financial Aid Regulatory Changes
for FY15
ITPC-0482 Clarity 13.3 Upgrade

Projects scheduled to
start in 30 days
None

ITPC Funding Analysis as of July 1, 2014

Funding Summary

Information Technology Priorities Committee


Funding Analysis as of July 1, 2014
Cumulativefunding,actuals,andapprovedprojectedcost
$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$0

Cumulativefunding
Cumulativeexpenditures

FY05

FY06

FY07

$6,521,080

$7,521,080

$9,021,080

$10,521,080 $12,021,080 $14,285,586 $15,785,586 $17,785,586 $19,184,672 $21,192,572

FY08

FY09

FY10

FY11

FY12

FY13

FY14

$27,654

$8,343,541

$2,070,899

$5,113,169

Cumulativeapprovedprojectedcost $1,462,578

$8,502,101

$10,393,327 $11,368,958 $13,536,866 $15,224,588 $17,391,247 $19,520,457 $20,785,580 $22,392,955

Cumulativeanticipatedspend

$1,368,560

$8,473,244

$29,912

Cumulativefunding

Cumulativeexpenditures

$9,960,242

$11,276,577 $13,305,018 $15,100,320 $16,879,048 $18,054,456 $19,685,953


$10,859,267 $13,029,832 $14,617,788 $16,759,958 $18,899,595 $20,167,170

Cumulativeapprovedprojectedcost

Cumulativeanticipatedspend

Funding
FY05 ITPC funding allocation
FY05 ITPC One-time allocation of remaining UI2 funds
FY06 ITPC funding allocation
FY07 ITPC funding allocation
FY08 ITPC funding allocation
FY09 ITPC funding allocation
FY10 HRFE funding allocation from P&A*
FY10 ITPC funding allocation
FY11 ITPC funding allocation
FY12 ITPC funding allocation
FY12 ITPC funding allocation for IAM from President
FY13 ITPC funding allocation
FY14 ITPC funding allocation
FY14 allocation to reduce project queue*
Anticipated FY15 ITPC funding allocation
Funding and anticipated funding to date
*Non ITPC funding allocation (FY10 HRFE and FY14 project queue)
ITPC only funds

Amount
$1,500,000
$5,021,080
$1,000,000
$1,500,000
$1,500,000
$1,500,000
$764,506
$1,500,000
$1,500,000
$1,500,000
$500,000
$1,399,086
$1,407,900
$600,000
$1,407,900
$22,600,472
($1,364,506)
$21,235,966

Funding Position
Total anticipated spend against approved projects

Total
Notes
Column1
Column2
$21,774,545.23 Sum of "total anticipated spend" from project actual expenses detail.

Project consolidation and active management savings


Uncommitted ITPC Funding (high estimate based on anticipated spend)
Additional reserve for backfill for 15 months
Total uncommitted funding
Cash Position
Cash on hand
Reserve for FY14 incremental funding to reduce project queue
Encumbered funding (backfill and other approved projects)
Total unallocated cash on hand
6 month average monthly consumption rate

Committed Funds (Obligations to approved projects)


Sum of Approved Projected Cost
FY approved
Total
FY04
$21,294
FY05
$1,441,284
FY06
$7,039,523
FY07
$1,891,225
FY08
$975,631
FY09
$2,167,908
FY10
$1,687,722
FY11
$2,166,659
FY12
$2,129,210
FY13
$1,265,123
FY14
$1,607,375
Grand Total
$22,392,955

$618,409.36 Difference between approved project cost and anticipated spend


$825,926.77 "Funding and anticipated funding to date" minus anticipated spend
($223,105.65) Reserve to fund backfill for 15 months
$602,821.12 Uncommitted funding, adjusted to accommodate backfill funding
This includes anticipated funding for FY15
Total
Notes
$1,506,619.41 Difference between received funding and actual expenditures
($588,009.29) Difference between actuals and 600 thou
$1,052,027.66
$0.00
$137,147.43

ITPC Funding Analysis as of July 1, 2014


FY
approved

Project Number

Actuals
Name

Current Start
Date

Current End
Date

Project
Status

Approved
Total Anticipated
Actual
Projected Cost
Spend
Expenditures to
Date

FY11
FY07
FY04
FY08
FY08
FY05
FY05
FY06
FY04
FY06

ITPC
ITPC Maintenance
ITPC-0000X
ITPC-0000X
ITPC-0000X
ITPC-0009
ITPC-0023
ITPC-0028
ITPC-0034
ITPC-0037

Incidental Project Travel & Expense


FY 2006 Year 1 Maintenance for ITPC Spons
Codebook Enhancements
FY07/08 ITPC Year 1 SCT Maintenance
ITPC Process Review - Expenses
Modify EDDIE report of assets by Chart & Org
HR Document Imaging
Outsourcing of W2s
PRMS Replacement - Scope Increase
Student Document Imaging

7/1/2010
7/31/2006
6/1/2004
7/1/2006
12/1/2008
12/8/2004
1/1/2005
2/15/2005
2/1/2005
10/1/2006

6/30/2011
7/31/2006
11/1/2004
6/30/2008
9/30/2008
10/11/2005
6/2/2006
1/13/2006
6/3/2005
2/15/2008

In Progress
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete

$0.00
$21,914.00
$7,534.00
$16,126.00
$0.00
$2,800.00
$8,618.32
$12,880.00
$13,760.00
$453,145.00

$35,000.00
$21,914.00
$16,152.40
$7,534.08
$92.00
$2,800.00
$8,618.32
$12,880.00
$13,760.00
$453,145.00

$33,449.18
$21,914.00
$16,152.40
$7,534.08
$92.05
$2,800.00
$8,618.32
$12,880.00
$13,760.00
$453,145.07

FY05
FY05
FY05
FY05
FY06
FY05
FY05
FY05
FY05
FY05
FY06
FY05
FY05
FY05
FY05
FY06
FY05
FY05
FY06
FY06
FY06
FY06

ITPC-0049
ITPC-0052
ITPC-0058
ITPC-0065
ITPC-0076
ITPC-0078
ITPC-0082
ITPC-0083
ITPC-0084
ITPC-0085
ITPC-0087
ITPC-0088
ITPC-0089
ITPC-0100
ITPC-0107
ITPC-0114
ITPC-0123
ITPC-0124
ITPC-0127
ITPC-0134
ITPC-0136
ITPC-0143

Archive of ISIS.2 and ISIS.3 (UIC) and UI-Dir


HR Transactions Improvement - Design
HR Part-time Vacation Accrual
Immunization software interface with Banner
Modify Pcard/Invoice Feeder
Develop Table Interface for SSA Transition
PCard Data
Directory Information
Whole Person Payroll
Budget Operating Statement Stage 3
DS Student Application Census
Grants Pre-Award
Banner 7.1 Upgrade
Payroll: Student Enrollment Verification Modif
Payroll: PZAREDS Cross COA Labor Redi
Technical Portal Proof-of-Concept Project
BXS 6.2 / 6.3
Upgrade SCT Workflow to 4.1
Grants Interface Loader Development
USFSCO Banner Self-Service Modifications
Benefit Enhancements Portfolio
Payroll ANA/Banner Interface

9/14/2004
6/30/2005
6/6/2005
3/7/2005
3/20/2006
4/4/2005
10/25/2005
10/1/2005
4/20/2006
1/26/2006
11/27/2006
1/15/2009
4/7/2005
5/7/2005
10/21/2005
9/1/2005
9/1/2005
7/5/2005
9/1/2005
12/1/2005
4/1/2006
1/0/1900

10/1/2005
1/13/2006
12/8/2005
10/15/2005
9/11/2007
8/15/2005
6/20/2008
3/24/2006
10/31/2007
12/31/2006
12/21/2007
5/13/2009
8/31/2005
10/31/2006
3/24/2006
4/19/2006
12/12/2005
11/14/2005
3/26/2007
3/12/2006
9/15/2006
1/0/1900

Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete

$16,650.00
$523,489.00
$39,501.00
$61,439.00
$29,898.00
$22,620.00
$122,375.14
$47,026.00
$172,010.00
$95,950.63
$111,802.00
$234,018.00
$21,550.00
$45,936.00
$11,286.00
$61,575.00
$2,889.00
$13,126.00
$1,584.00
$24,800.00
$10,462.21
$75,000.00

$16,649.70
$523,489.00
$39,501.00
$61,439.07
$29,898.00
$22,620.00
$120,718.00
$47,026.00
$172,010.00
$95,951.00
$145,454.00
$133,038.00
$21,550.00
$45,936.00
$11,286.00
$61,575.00
$2,889.00
$13,126.12
$1,584.00
$24,800.00
$10,462.21
$79,531.00

$16,649.70
$523,489.21
$39,501.00
$61,439.07
$29,898.00
$22,620.00
$120,717.57
$47,025.64
$172,010.49
$95,950.58
$145,454.19
$133,037.68
$21,550.00
$45,936.00
$11,286.00
$61,574.52
$2,888.80
$13,126.00
$1,584.00
$24,799.50
$10,462.21
$79,530.94

FY06
FY06
FY06
FY06
FY08
FY06
FY06
FY06
FY06
FY06

ITPC-0145
ITPC-0147
ITPC-0149
ITPC-0151
ITPC-0154
ITPC-0160
ITPC-0170
ITPC-0174
ITPC-0175
ITPC-0189

Banner 7.2 Upgrade and Oracle 10g Upgrade


Web for Faculty Grade Display by Grade Mod
Mid-Term grade collection for Freshman
Xtender Solutions Standalone Image Store
Indirect Cost Recovery (ICR) Analysis
OBFS E-Procurement Project: Implementatio
Application View/Print Modification
Upgrade to Astra Schedule software
HR Front End
Student Web Applicant Temporary Table Dat

9/1/2005
11/7/2005
4/19/2006
12/1/2005
3/11/2008
10/23/2005
4/15/2006
7/1/2006
1/16/2006
2/14/2008

2/10/2007
3/21/2006
10/6/2006
2/19/2006
9/30/2008
9/28/2007
3/11/2007
11/30/2006
6/30/2009
12/19/2008

Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete

$451,185.85
$9,504.00
$16,979.00
$55,757.00
$81,537.00
$653,975.00
$69,201.00
$12,645.00
$4,762,851.00
$95,891.00

$451,186.00
$9,504.00
$16,979.00
$55,757.00
$71,015.00
$653,975.00
$69,201.00
$12,645.00
$4,764,506.00
$100,201.00

$451,185.82
$9,504.00
$16,978.50
$55,757.40
$71,015.30
$653,974.74
$69,201.00
$12,644.72
$4,764,506.11
$100,200.55

ITPC Funding Analysis as of July 1, 2014


FY
approved

FY06
FY06
FY06
FY07
FY07
FY07
FY07
FY07
FY07
FY07
FY07
FY07
FY07
FY07
FY08
FY07
FY07
FY07
FY07
FY07
FY08
FY08
FY08
FY10
FY09
FY09
FY08
FY08
FY09
FY09
FY09
FY09
FY09
FY09
FY09
FY09
FY09
FY09
FY10
FY10
FY11
FY10
FY10
FY11

Project Number

ITPC-0191
ITPC-0192
ITPC-0197
ITPC-0199
ITPC-0200
ITPC-0201
ITPC-0202
ITPC-0204
ITPC-0217
ITPC-0218
ITPC-0222
ITPC-0224
ITPC-0225
ITPC-0228
ITPC-0230
ITPC-0233
ITPC-0236
ITPC-0237
ITPC-0239
ITPC-0242
ITPC-0245
ITPC-0246
ITPC-0255
ITPC-0258
ITPC-0259
ITPC-0269
ITPC-0270
ITPC-0271
ITPC-0276
ITPC-0284
ITPC-0286
ITPC-0287
ITPC-0290
ITPC-0291
ITPC-0293
ITPC-0300
ITPC-0302
ITPC-0305
ITPC-0306
ITPC-0321
ITPC-0328
ITPC-0335
ITPC-0336
ITPC-0340

Actuals
Name

Current Start
Date

Current End
Date

Project
Status

Update Financial Aid User fields to be column


Modify STUINST to Pull Gen Ed data from BA
Banner 7.3 Upgrade
Web Applicant Process Modification
Business Objects 6.5.3 Upgrade
Concurrent Curricula
Program Requirement checklist
USFSCO: JPoint Cashier Software Upgrade
Financial Aid Electronic Award Letter
Upgrade to Appworx 6.1
Research Alternative Scheduling Solutions
UOFPP Electronic Approvals Using Clarity
Banner Postal Address Quality Improvement
Restrict Access to certain Student Attributes
FABWEB Enhancements
DS - Business Objects XI Release 2 Upgrade
Insurance FTE and Salary Modification
Dashboard Functionality Analysis Program
Applicant Processing Automation Project
Analysis for Implementing Revised U.S. Offic
OCP Contract Document System Replaceme
Business Objects XI Release 2 Upgrade Im
Upgrade the Enterprise Messaging Brokers to
Travel and Expense Management System
Electronic Settlement
Academic NOA Rewrite Implementation
OBFS Evisions IntelleCheck Banner Integrati
Vendor Database and Services
Banner 8.0/8.1 Upgrade Analysis
Codebook Data in the Data Warehouse
Student Orientation Data in Data Warehouse
REPTPROD Needs Analysis
Race / Ethnicity (R/E) Standards Implementa
Business Objects XI Release 2 Upgrade Im
BO XI Batch / VDR Upgrade
Banner 8.0/8.1 upgrade
Clarity Upgrade
Upgrade to Astra Schedule Software to Versi
Banner Relationship Management (BRM) Imp
International ACH Transaction (IAT) Complia
Contract Management System
Banner Student 8.3 Upgrade
Business Objects XI Release 3 Upgrade Fe
Appworx 8.0 Upgrade

9/1/2008
5/2/2007
6/26/2006
8/1/2006
8/15/2006
10/2/2006
3/5/2007
2/27/2007
8/1/2007
11/27/2006
2/9/2007
5/1/2007
3/29/2007
4/23/2008
12/10/2007
1/29/2007
5/21/2007
6/1/2007
7/1/2007
8/6/2007
3/28/2007
7/9/2007
9/4/2007
6/1/2009
5/14/2008
3/15/2010
4/1/2008
4/16/2008
5/5/2008
5/3/2010
7/6/2010
TBD
2/2/2009
12/1/2008
2/2/2009
1/20/2009
1/30/2009
5/1/2014
9/14/2009
2/4/2010
7/26/2010
3/2/2010
5/10/2010
11/1/2010

4/8/2010
12/15/2009
11/30/2006
1/31/2008
11/17/2006
5/30/2008
6/1/2008
10/31/2007
2/25/2010
4/20/2009
12/1/2008
12/15/2007
10/13/2008
12/24/2008
2/2/2011
8/15/2007
1/20/2009
4/21/2008
5/4/2009
1/31/2009
12/18/2009
6/27/2008
10/7/2008
6/29/2012
6/30/2010
9/6/2011
3/13/2009
9/30/2010
1/31/2009
6/17/2011
1/31/2011
TBD
11/30/2010
9/3/2009
12/6/2010
12/31/2009
7/17/2009
3/31/2015
TBD
6/7/2010
6/27/2014
10/30/2010
1/31/2011
3/24/2011

Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
Complete
In Progress
In Progress
Complete
In Progress
Complete
Complete
Complete

Approved
Total Anticipated
Actual
Projected Cost
Spend
Expenditures to
Date

$75,463.00
$0.00
$54,925.00
$36,586.00
$7,842.44
$186,370.00
$69,080.00
$5,609.00
$25,000.00
$205,890.00
$0.00
$106,593.00
$190,540.00
$31,878.00
$194,400.00
$139,437.00
$55,946.00
$138,310.00
$277,830.00
$392,400.00
$222,600.00
$257,296.00
$14,000.00
$573,520.00
$110,880.00
$90,045.00
$28,272.00
$161,400.00
$215,640.00
$123,371.00
$27,075.00
$57,420.00
$149,647.00
$58,800.00
$157,650.00
$845,556.00
$148,400.00
$183,424.00
$775,487.00
$50,400.00
$1,100,000.00
$144,900.00
$143,415.00
$63,900.00

$81,270.00
$15,206.00
$54,925.00
$36,586.00
$7,842.44
$64,689.00
$70,290.00
$5,609.00
$7,371.00
$130,374.00
$10,770.00
$106,593.00
$140,544.00
$32,450.00
$103,379.00
$139,437.00
$51,920.00
$134,038.00
$297,768.00
$228,803.00
$252,033.00
$252,616.00
$21,219.00
$573,520.00
$160,028.00
$60,330.15
$27,580.00
$163,557.00
$286,865.00
$123,965.00
$27,101.00
$1,637.00
$148,887.00
$49,250.00
$156,938.00
$850,211.00
$121,929.00
$183,424.00
$800,000.00
$50,635.00
$1,035,302.43
$153,703.00
$10,098.00
$63,900.00

$81,270.23
$15,205.88
$54,925.01
$36,586.00
$7,842.44
$64,688.57
$70,290.00
$5,608.89
$7,371.25
$130,373.84
$10,770.31
$106,592.60
$140,544.27
$32,450.00
$103,379.09
$139,436.64
$51,920.00
$134,038.42
$297,768.08
$228,803.04
$252,032.58
$252,615.70
$21,219.38
$573,520.00
$160,028.23
$60,329.63
$27,579.80
$163,557.00
$286,836.40
$123,965.25
$27,101.00
$1,637.42
$148,887.09
$49,250.16
$156,937.67
$850,211.34
$121,928.70
$45,200.00
$669,530.59
$50,635.04
$1,090,815.43
$153,702.61
$10,097.75
$63,899.70

ITPC Funding Analysis as of July 1, 2014


FY
approved

Project Number

Actuals
Name

Current Start
Date

Current End
Date

Project
Status

Approved
Total Anticipated
Actual
Projected Cost
Spend
Expenditures to
Date

FY11
FY11
FY11
FY11
FY11
FY11
FY11
FY11
FY11
FY11
FY11
FY12
FY11
FY12
FY12

ITPC-0342
ITPC-0345
ITPC-0352
ITPC-0353
ITPC-0357
ITPC-0359
ITPC-0361
ITPC-0362
ITPC-0364
ITPC-0371
ITPC-0374
ITPC-0375
ITPC-0376
ITPC-0390
ITPC-0391

Electronic I-9 System


Annual Financial Aid Regulatory Changes - F
Tuition Waiver Calculator Rewrite
Learning Management Systems (LMS) Banne
BXS Upgrade
DARwin Upgrade to u.achieve
Oracle 11G Upgrade
Business Objects XI Release 3 Upgrade Im
Cold Fusion 9 upgrade
Analysis to Extract and Load of Applicant and
Enterprise Academic Leave and Tracking
Identity and Access Management (all phases
Banner 8.4 Upgrade
Analysis to Extract and Load T&E Mgt Data in
UIS Admissions Workflows

1/1/2011
7/1/2010
9/13/2010
1/1/2015
2/11/2010
1/3/2011
11/8/2010
1/3/2011
1/1/2011
5/2/2011
3/1/2013
8/23/2011
3/7/2011
5/2/2012
11/1/2011

7/29/2011
6/30/2011
5/16/2011
9/1/2015
6/6/2011
8/29/2013
6/17/2011
10/21/2011
5/31/2011
3/15/2012
9/5/2014
5/1/2015
1/9/2012
12/20/2012
1/31/2013

Complete
Complete
Complete
Not Started
Complete
In Progress
Complete
Complete
Complete
Complete
In Progress
In Progress
Complete
Complete
Complete

$60,000.00
$8,000.00
$42,390.00
$22,725.00
$16,560.00
$7,000.00
$172,450.00
$80,000.00
$25,209.00
$27,225.00
$3,200.00
$1,520,000.00
$538,000.00
$16,200.00
$27,600.00

$60,000.00
$8,000.00
$42,390.00
$22,725.00
$16,560.00
$7,000.00
$172,450.00
$79,398.00
$20,000.00
$38,244.40
$3,200.00
$1,520,000.00
$538,000.00
$16,212.83
$27,614.88

$60,000.00
$8,000.00
$42,390.01
$0.00
$16,560.00
$3,857.00
$172,713.57
$79,398.21
$20,000.00
$38,244.40
$0.00
$1,421,084.93
$537,963.82
$16,212.83
$27,614.88

FY12
FY12
FY12
FY12
FY12
FY13
FY12
FY12
FY13
FY13
FY13
FY13
FY13
FY14
FY14
FY14
FY14
FY14
FY14
FY14
FY14
FY14

ITPC-0395
ITPC-0401
ITPC-0403
ITPC-0404
ITPC-0409
ITPC-0412
ITPC-0413
ITPC-0423
ITPC-0433
ITPC-0434
ITPC-0446
ITPC-0456
ITPC-0458
ITPC-0460
ITPC-0461
ITPC-0468
ITPC-0473
ITPC-0474
ITPC Queue
ITPC-0479
ITPC-0475
ITPC-0483

Banner Database Extension Utility


Analysis to Extract and Load Prodagio data in
Acquisition of PRMS Data into the EDW
Online Camp Registration Application
Clarity v13 Upgrade
Online Course Catalog
UIC Common Application
Banner 8.5 Upgrade
Deski Conversion Analysis
BOXI R3 SP5 Upgrade
Desktop Intelligence Standard Reports Conve
Banner 8.6 Upgrade
Desktop Intelligence Ad-Hoc Reports Conver
Business Objects XI Release 4 Upgrade Ana
New Hire Redesign Implementation (pending
Ad Astra UIC Unit Pilot
BOXI Upgrade Implementation
Banner Student 8.6 Upgrade
One Time Project Queue Reduction
HRFE and Paris Maintenance for FY15
Pension Reform
Tableau License Expansion

11/14/2011
11/30/2013
12/8/2011
4/19/2011
12/16/2011
3/1/2013
2/6/2012
5/7/2012
9/4/2012
9/4/2012
3/15/2013
8/1/2013
7/1/2013
10/3/2013
3/1/2014
9/1/2014
5/15/2014
2/17/2014
7/1/2014
7/1/2014
4/1/2014
7/1/2014

7/9/2012
6/28/2014
3/1/2013
1/3/2013
6/25/2012
6/30/2015
11/1/2013
12/21/2012
10/14/2014
12/21/2012
9/30/2014
1/1/2014
4/30/2015
5/15/2014
3/31/2015
2/1/2015
10/31/2014
6/8/2014
TBD
6/30/2015
3/31/2015
TBD

Complete
In Progress
Complete
Complete
Complete
In Progress
Complete
Complete
Complete
Complete
In Progress
Complete
In Progress
In Progress
Not Started
Not Started
In Progress
In Progress
In Progress
Not Started
In Progress
Not Started

$180,900.00
$16,200.00
$32,850.00
$20,400.00
$1,500.00
$500,000.00
$0.00
$313,560.00
$103,250.00
$2,000.00
$216,822.00
$335,295.00
$107,756.00
$42,780.00
$81,450.00
$16,500.00
$151,900.00
$227,610.00
$600,000.00
$242,550.00
$54,585.00
$190,000.00

$180,840.61
$16,200.00
$32,876.01
$30,150.00
$0.00
$500,000.00
$1,949.64
$313,792.47
$105,792.47
$1,910.00
$216,822.00
$335,295.00
$107,756.00
$42,780.00
$81,450.00
$16,500.00
$151,900.00
$227,610.00
$600,000.00
$242,550.00
$54,585.00
$190,000.00

$180,840.61
$52,327.56
$32,876.01
$30,150.00
$0.00
$326,932.22
$1,949.64
$313,792.47
$73,742.22
$1,910.00
$36,102.00
$335,381.72
$12,559.20
$17.36
$0.00
$0.00
$3,925.00
$290,188.85
$11,990.71
$0.00
$0.00
$0.00

ITPC Project Schedule

ITPC Stage
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue
In Queue

Project
ITPC-0305 Upgrade to Astra Schedule Software to Version 7 REVISED
ITPC-0328 Contract Management System
ITPC-0359 DARwin Upgrade to u.achieve
ITPC-0367 Service Desk Management Front-end
ITPC-0368 Athletics NCAA CAI
ITPC-0398 UAFR: Surplus Warehouse Inventory System
ITPC-0408 GCO: Sponsor Remittances
ITPC-0412 Online Course Catalog
ITPC-0421 Employee Training Infrastructure Analysis
ITPC-0375 - IAM Phase 1: Access Assurance
ITPC-0375 - IAM Phase 2: Siteminder and Federation
ITPC-0375 IAM Program Activities, Project Management, and Communication
ITPC-0430 State Clearing Application Rewrite
ITPC-0428 PARIS Prior pay adjustments
ITPC-0435 UPB: Database Analysis
ITPC-0438 DRES Integrated IT Solution Analysis
ITPC-0439 UPB: Direct Pay Application Rewrite
ITPC-0441 Implement Banner 9 (Banner XE) Events Management
ITPC-0444: Finance Reports Distribution
ITPC-0446 BO Desktop Intelligence Standard Report Conversion
ITPC-0458 Desktop Intelligence Ad Hoc Report Conversion
ITPC-0461 New Hire Redesign Implementation
ITPC-0463 Analysis for PPACA Monitoring, Controlling, and Reporting
ITPC-0465 START myResearch
ITPC-0467 Automated Grade Change Process
ITPC-0469 Finance Reports Distribution Role Application
ITPC-0473 BOXI Upgrade Implementation
ITPC-0475 Pension Reform
ITPC-0477 SciQuest Maintenance for FY15
ITPC-0478 Prodagio (iCS) Upgrades for FY15
ITPC-0479 HRFE and PARIS Maintenance for FY15
ITPC-0481 Retiree Rehire Data into EDW
ITPC-0482 Clarity 13.3 Upgrade
ITPC-0476 Nelnet Business Solutions FY15 Maintenance
ITPC-0484 Banner 8.6.x and Oracle upgrade
ITPC-0485 Program Review Dashboard
ITPC-04XX Financial Aid Regulatory Changes for FY15
ITPC-0306 Banner Relationship Management (BRM) Implementation
ITPC-0353 Learning Management Systems (LMS) Banner Integration
ITPC-0363 UAFR: FOAPAL Maintenance Web Application
ITPC-0370 Costing Application Analysis
ITPC-0374 Enterprise Academic Leave Tracking and Reporting
ITPC-0369 Course Trend and Grade Distribution Analysis
ITPC-0442 GCO: Federal Financial Report Modification
ITPC-0449 UAFR: Banner Feeder Application
ITPC-0453 Analysis and Implementation of iBuy data into the EDW
ITPC-0447 CCFD System Enhancements
ITPC-0464 Position Tracking System for Civil Service Employees
ITPC-0462 HR and Payroll Legacy Databases - Equivalent Access Analysis
ITPC-0466 HireTouch Data Acquisition Phase 2 Custom Forms Data
ITPC-0468 Ad Astra UIC Unit Pilot (Implementation Phase 2)
ITPC-0471 Implement ICS Data into the EDW
ITPC-0472 UAFR: Investment Income Distribution Application Rewrite
ITPC-0483 Tableau License Expansion
ITPC-0480 Preferred Name Analysis

Start Date
4/29/14
7/26/10
1/3/11
10/1/13
12/12/12
1/28/13
8/15/02
5/15/13
1/15/14
8/23/11
11/8/11
4/26/12
3/17/13
4/3/13
8/26/13
10/7/13
1/15/14
2/13/13
7/8/13
3/8/13
7/1/13
3/3/14
9/11/13
8/13/13
4/1/14
10/30/13
4/28/14
2/28/14
6/23/14
7/1/14
6/30/14
6/24/14
1/1/18
7/1/14
6/9/14
6/25/14
7/1/14
9/14/09
1/1/18
9/12/12
1/1/18
4/25/12
1/1/18
7/1/14
7/10/14
1/1/18
1/1/18
1/1/18
1/1/15
7/1/14
2/1/15
1/2/17
1/1/18
1/1/18
1/1/18

Finish Date
3/31/15
9/21/15
8/29/14
3/18/15
8/1/14
2/24/16
3/31/15
6/30/15
8/29/14
5/29/15
12/19/14
12/31/14
3/17/15
6/26/15
5/29/15
4/22/15
1/13/15
7/15/15
5/15/15
9/30/14
4/30/15
4/14/15
9/1/15
7/6/18
9/1/15
7/1/15
10/31/14
3/31/15
6/30/15
6/30/15
6/30/15
3/31/15
9/1/18
6/30/15
12/7/14
8/2/16
11/16/15
7/14/14
11/20/18
12/31/13
2/8/20
11/28/14
11/19/18
9/10/15
10/31/15
9/1/18
7/1/18
9/1/18
9/1/15
9/1/15
9/1/15
9/1/18
9/2/18
9/1/18
9/1/18

Baseline Finish
1/2/14
6/27/14
2/22/13
1/2/14
2/24/16
6/15/15
6/30/15
8/29/14
5/1/14
6/28/13
12/31/14
3/17/15
6/26/15
5/29/15
4/22/15
1/13/15
9/1/13
5/15/15
9/30/14
4/30/15
4/14/15
9/1/15
7/6/18
12/31/14
3/31/15

4/30/13
11/20/13

1/30/15

2014
2015
% Expended Jul 14 Aug 14 Sep 14 Oct 14 Nov 14 Dec 14 Jan 15 Feb 15 Mar 15 Apr 15 May 15 Jun 15 Jul 15 Aug 15 Sep 15 Oct 15 Nov 15 Dec 15
4%
94%
77%
18%
27%
51%
24%
36%
12%
48%
90%
78%
49%
44%
52%
62%
36%
39%
37%
86%
27%
3%
36%
12%
41%
34%
2%
79%
52%
0%
0%
1%
0%
0%
2%
0%
0%
73%
0%
14%
0%
23%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%

In Progress Projects - ITPC


1/6

7/18/14 9:22 AM
Project Name

Area

On
hold?

Current
finish

Project
manager

ITPC-0446 BO Desktop
Intelligence Standard
Report Conversion

BI PM

No

9/30/14

Getty,
Rick

Budget
health

Schedule
health

Barrier
health

Overall
health

7/1/14 The implementation of the security pilot and first 11 development cycles of reports is complete. Cycle
12 is in progress and scheduled to deploy on July 22. This will be our last full cycle. We will do clean
up work in August and deploy any reports that are holdovers from previous cycles.
The project is on track to be closed in September.
ITPC-0473 BOXI
BI PM
No
10/31/14 Getty,
Upgrade
Rick
Implementation

7/1/14 Testing has started on EDDIE only reports. Batch report testing will begin as soon as issues with the
remote agent are resolved. The architecture team is working with the vendor to get the remote agent
up and running.
ITPC-0458 Desktop
BI PM
No
4/30/15
Selk,
G
G
G
Intelligence Ad Hoc
Jennifer
Report Conversion
7/1/14 The data analysis of BO Power users by Campus, College and Department will continue throughout
the life of the project. We took it a step further and did some analysis on the type of editor the users
are using - Deski, Webi, both or neither. The team has identified users to contact and contact has
begun. They will continue to contact users and offer our assistance. We have also identified user
groups to present at. Presented at BMG May 6th and HR Systems user meeting on June 12.
ITPC-0485 Program
BI PM
No
8/2/16
Williams
G
G
G
Review Dashboard
on,
Tanya
7/1/14 Kick-off meeting was held on 06/26/2014. We are currently waiting for data to be sent to us via
spreadsheets from the Planning and Budgeting Office. A Dashboard will be creating using the
spreadsheets as a source for a quick turn around on a solution for the August Deadline. There will
be a phase 2 to actually bring the data into the EDW. We should receive spreadsheet data within
the next 2 weeks.
ITPC-0439 UPB: Direct
Finance
No
1/13/15
Hixson,
G
G
G
Pay Application
Brenda
Rewrite

7/1/14 (bh) 7/1/2014 Project timeline is complete.


Iteration 1-Searching/Adding/Updating Members is complete.
Iteration 2-Adding/Updating Groups & Locking/Unlocking LOA Periods is in testing phase.
Iteration 3-Rate table & calculations is currently in the development stage.
Iteration 4-is in the requirements stage
ITPC-0430 State
Finance
No
3/17/15
Clearing Application
Rewrite

Hall,
Ryan

In Progress Projects - ITPC


2/6

7/18/14 9:22 AM
Project Name

Area

On
hold?

Current
finish

Project
manager

Budget
health

Schedule
health

Barrier
health

Overall
health

7/1/14 (rh) 7/1/2014- Sprint 1-7 is made up of all the highest level functions and are completed. Testing with
our UAFR subject matter team is on-going, we will have our fourth user acceptance testing session in
August after year-end slows down. Steering Team members and UAFR SMEs determined system
work that can be completed with the remaining project budget. The work has been scheduled out with
the team and goes into August 28. We will test remaining work in September and do final
implementation planning with or UAFR team.
ITPC-0408 GCO:
Finance
No
3/31/15
Hall,
G
G
G
G
Sponsor Remittances
Ryan
7/2/14 (rh) 7/1/2014- (Iteration 3) manual EFT upload, manual upload of lock box, auto upload of lock box,
and main page in GCash will begin internal BIS testing in July. We are highly engaged with
JPMorgan working towards the final requirement for the Auto lockbox transmission and in August will
re-engage to finalize the electronic funds transfer requirements. We continue to work on GCash user
interface. Hope to have our relationship with JPMorgan completed by October. Resuming our internal
GCash work with AITS/UAFR.
ITPC-0444: Finance
Finance
No
5/15/15
Fogarty,
G
G
G
G
Reports Distribution
Lisa
6/27/14 Phase 1 for Operating and General Ledger data marts, universes and reports were released to
production on 6/24/14. Phase 2 will include Payroll, Payroll Encumbrances and Ledger
Encumbrances data marts, universes and reports. This is currently in development. My Financial
Reports dashboard (MyFi) requirements are in progress.
ITPC-0435 UPB:
Finance
No
5/29/15
Hixson,
G
G
G
Database Analysis
Brenda

7/1/14 (bh) 7/1/14 Scope document is approved.


Overpayments, Tuition Waivers, SURS, Payroll Transaction, LTD, and Direct Deposit process
analysis are complete.
We are currently working on Taxable Benefit process.

The Steering Team approved the project schedule with a finish date of May 2015.
ITPC-0428 PARIS Prior
Finance
No
6/26/15
Combs,
G
G
pay adjustments
Mary

7/3/14 Development and documentation of testing scenarios are in progress.


ITPC-0476 Nelnet
Business Solutions
FY15 Maintenance

Finance

No

6/30/15

Nevill,
Michael

7/10/14 Maintenance project opened on 7/10 for FY15, updates to follow.


ITPC-0477 SciQuest
Maintenance for FY15

Finance

No

6/30/15

Munds,
Amber

6/23/14 Upgrade 14.2 testing started on 6/23/14. Upgrade will be moved to Production on 7/20/14.

In Progress Projects - ITPC


3/6

7/18/14 9:22 AM
Project Name

Area

On
hold?

Current
finish

Project
manager

ITPC-0478 Prodagio
(iCS) Upgrades for
FY15

Finance

No

6/30/15

Nevill,
Michael

Budget
health

Schedule
health

Barrier
health

Overall
health

7/10/14 A testing session for the latest Prodagio release was held on 7/9, results of that testing session will
determine when the latest version of Prodagio will be deployed to production.
ITPC-0469 Finance
Finance
No
7/1/15
Strate,
G
G
G
Reports Distribution
Liz
Role Application
7/7/14 RVM project team continues to work through the requirements document to ensure all roles are
properly defined and all situations are considered. Table structure is now defined. Developer has
been working on this project.
ITPC-0328 Contract
Finance
No
9/21/15
Branch,
G
R
G
Management System
Steven
7/10/14 UIC Nursing is in the process of being deployed; please see the task list for a current schedule of
deployments.
ITPC-0398 UAFR:
Finance
No
2/24/16
Hall,
G
G
G
Surplus Warehouse
Ryan
Inventory System
7/1/14 (rh) 7/1/2014- Distribution testing will take place by BIS internal team in the coming weeks, we will
hold off on user acceptance testing until we have UAFR resources, year-end is tying them up right
now. Project progress is very smooth at this point and we hope to start meeting with UAFR in the
coming month to begin final implementation planning set for December.
ITPC-0475 Pension
Human
No
3/31/15
Presson,
G
G
G
Reform
Resources
Sherri
7/8/14 Pension Reform is held up in the courts. HR/Payroll decided to proceed with the code changes and
they were moved to production on 7/1. Employees will not be placed in the new deduction codes at
this time. Pension Reform could be held up in the courts for quite awhile - due to this the project will
be closed out at the end of July 2014. Once a decision is made regarding Pension Reform, if
signifcant changes are needed - a new project will be submitted.
ITPC-0481 Retiree
Human
No
3/31/15
Williams
G
G
G
Rehire Data into EDW
Resources
on,
Tanya
6/26/14 Kick-off meeting held on 6/25. Team will be meeting with Human Resources Policy Coordinator
Jessica Mette to give a demo of the Retiree Rehire application in the next week or so. Source
system access request has been sent for Designers, ETL and ETL account. Requirements meetings
will be scheduled starting in July.
ITPC-0461 New Hire
Human
No
4/14/15
Osfar,
G
G
G
Redesign
Resources
Megan
Implementation
7/16/14 We received the updated templates on 7/7 and the project was baselined on 7/9. Interface
development is underway. The next Project Team meeting is on 7/21.
ITPC-0479 HRFE and
Human
No
6/30/15
Gorrell,
G
G
PARIS Maintenance for
Resources
Cheri
FY15

7/3/14 We are working on a few issues for the 8.5 patch. At this time we do not have an estimated
production date as development is still working through the issues.

In Progress Projects - ITPC


4/6

7/18/14 9:22 AM
Project Name

Area

On
hold?

Current
finish

Project
manager

Budget
health

Schedule
health

Barrier
health

Overall
health

ITPC-0463 Analysis for


Human
No
9/1/15
Kerber,
G
G
G
PPACA Monitoring,
Resources
Tony
Controlling, and
Reporting
7/8/14 Analysis of the Ellucian ACA tracking and monitoring has shown that it may not be viable for all
employee populations due to how hours would need to be tracked in Banner. Analysis on a separate
time tracking system for those problematic employee populations has been started.
Functional requirements are being developed.
Different scenarios are being looked at.
ITPC-0465 START
Other
No
7/6/18
Lavender
G
G
G
myResearch
, AJ
7/1/14 Development of RNUA is underway and we are working through the KC COI gaps. We have come
across blockers with KC COI that we are working through. We have started planning Training and
Testing for the release of RNUA. myResearch Portal was released 5/13 and deployment
communication completed. We have started planning for the next release of the Portal and it is set to
release after RNUA.
ITPC-0368 Athletics
Student
No
8/1/14
Caputo,
G
R
G
NCAA CAI
James

7/6/14 SNtial is working on building out the update for the following tabs in NCAA:
Student (Detail), Sport. Degree, Progress, Terms
They expect to complete this coding end of June. They;ll test in June/July & move to production
asap after that.
They'll start meeting again with Financial Aid later this summer with hopes to implement the
updates to Financial Aid a month later.
Nancy Van Der Griend from OAR UIC needs to help drive that process to completion with SNtial and
Athletics office at this poin
ITPC-0359 DARwin
Student
No
8/29/14
Wells,
R
R
R
Upgrade to u.achieve
David

7/7/14 7/7/14 - Working with campuses to determine next possible deployment window.
ITPC-0305 Upgrade to
Student
No
Astra Schedule
Software to Version 7
REVISED
5/20/14 This project has just started.

3/31/15

Unser,
Michele

ITPC-0438 DRES
Integrated IT Solution
Analysis

4/22/15

Gidcomb
, Scott

Student

No

6/27/14 Continuing student facing form design and will seek approval from all campuses by the end of June.
UIC approved student facing forms. UIUC approved most forms, but still working on minor changes
to 3 forms. UIS staff not available in June, but will review forms in June. Project team will assemble
templates in July and August and submit to ITPC committee in Sep-Oct.

In Progress Projects - ITPC


5/6

7/18/14 9:22 AM
Project Name

Area

On
hold?

Current
finish

Project
manager

Budget
health

Schedule
health

Barrier
health

Overall
health

ITPC-0412 Online
Course Catalog

Student

No

6/30/15

Bland,
Amanda

7/2/14 UIUC: Vendor delivered CIM forms this week. Initial testing looks good. Currently targeting a midAug implementation. The UIUC Catalog project is moving along and admin training has been
completed.
UIC: UIC catalog has been released to the UIC catalog admins for editing and review. Targeting late
July publish. UIC CIM on hold until complete with UIUC CIM.
UIS: UIS Catalog Pilot session held and catalog works is ongoing. UIS CIM implementation is on hold
until UIUC & UIC CIM are complete.
The Banner Bridge is connected to vendor's SSL dev site, but is not functionally operating.
ITPC-0441 Implement
Student
No
7/15/15
Moss,
R
R
Y
R
Banner 9 (Banner XE)
Suzanne
Events Management
7/8/14 Event Management 9.3 is 80% likely to be released in the July-Sept timeframe per the Banner
General Roadmap. Few additional updates and actions will occur on this project until Event
Management 9.3 is delivered.
ITPC-0467 Automated
Student
No
9/1/15
Legrand
G
G
G
Grade Change Process
e, Adam
7/8/14 Analysis is almost complete. Development on Banner Self Service, Webservices, Workflow, BDM
Integration, and reports in progress. Time being reported against it currently.
ITPC-04XX Financial
Student
No
11/16/15 Bossert,
G
G
G
Aid Regulatory
Peter
Changes for FY15

7/15/14 Testing Financial Aid 8.20.1 release to be installed on 7/20


ITPC-0421 Employee
Training Infrastructure
Analysis

Technology

No

8/29/14

Velazque
z, Robyn

7/1/14 The group has compiled a list of requirements which will be incorporated into an RFP.
ITPC-0484 Banner
8.6.x and Oracle
upgrade

Technology

No

12/7/14

Velazque
z, Robyn

7/1/14 We are currently in the middle of DR -1 which continues through July 14th.
ITPC-0375 - IAM Phase
2: Siteminder and
Federation

Technology

No

12/19/14

Fritchey,
Daryl

7/2/14 7/2/14: Ongoing activities related to SiteMinder include: uPortal integration with SiteMinder;
Springfield in testing and integrating SiteMinder; OBFS applications being deployed on SiteMinder
7/16; Advanced policy Request form being developed; Continue to look into the 12.52 Siteminder
upgrade;
working on the forced authentication issue with Shibboleth;
working on a new project to recommend a Multi-factor Authentication; continue with Application
Migrations.
ITPC-0375 IAM
Technology No
12/31/14 Fritchey,
G
G
G
Program Activities,
Daryl
Project Management,
and Communication

In Progress Projects - ITPC


6/6

7/18/14 9:22 AM
Project Name

Area

On
hold?

Current
finish

Project
manager

Budget
health

Schedule
health

Barrier
health

Overall
health

7/2/14 7/2/14: Re-planning with midPoint product change near completion. Schedule and resource review
with teams next week. Working to finalize target dates for Single ID/PW for campuses.
ITPC-0367 Service
Technology No
3/18/15
Ledford,
G
G
Y
Desk Management
Noni
Front-end
7/1/14 The team reviewed project plan and it's being finalized. However, the team ran into some issues
where the current SDM 12.6 version does not meet accessibility standards. The team seeks
directions from the EAC and ADSD to find the best solution before we can move forward. We
presented the issues to CA who's now doing analysis to find resolution.
ITPC-0375 - IAM Phase
Technology No
5/29/15
Fritchey,
R
Y
Y
1: Access Assurance
Daryl
7/2/14 7/2/14: Re-Reviewed One ID & Password use cases and functional requirements and should have
approval by IAM steering committee next Wednesday. Resolved ~800 of original 1900 conflict IDs.
Conflict ID Resolution: Chicago - Finalizing First College/Department. Urbana - Completed 3
Colleges/Departments; In progress with 1 college; Researching 2 colleges. Preparing for July
Stakeholder meetings to include midPoint prototype presentation. Working on MidPoint
Architecture documentation. NetID Length Analysis is almost complete. We hope to have a
summary of recommended length and impact of change by the end of August. A team has been
formed to define the end state for password expiration, document detailed use cases and functional
requirements.
ITPC-0482 Clarity 13.3
Technology No
9/1/18
Fritchey,
G
G
G
Upgrade
Daryl

In Queue Projects by Priority - ITPC


1/2

7/18/14 9:22 AM
Priority

Area

Approv
Project Name
ed
Aug
ITPC-0462 HR and
2013
Payroll Legacy
Databases - Equivalent
Access Analysis

Human
Resources

Finance

Jan
2013

Human
Resources

Nov
2013

Student

Aug
2010

Student

May
2014

Student

Nov
2013

BI PM

Mar
2011

BI PM

May
2014

10

Finance

Aug
2013

11

Student

Apr
2009

12

Human
Resources

Aug
2013

13

Finance

Nov
2013

14

Finance

Feb
2011

ITPC-0442 GCO:
Federal Financial
Report Modification
ITPC-0466 HireTouch
Data Acquisition Phase
2 Custom Forms Data
ITPC-0353 Learning
Management Systems
(LMS) Banner
Integration
ITPC-0480 Preferred
Name Analysis

ITPC-0468 Ad Astra UIC


Unit Pilot
(Implementation Phase
2)
ITPC-0369 Course
Trend and Grade
Distribution Analysis
ITPC-0483 Tableau
License Expansion

ITPC-0449 UAFR:
Banner Feeder
Application
ITPC-0306 Banner
Relationship
Management (BRM)
Implementation
ITPC-0464 Position
Tracking System for
Civil Service
Employees
ITPC-0453 Analysis and
Implementation of iBuy
data into the EDW
ITPC-0363 UAFR:
FOAPAL Maintenance
Web Application

Project Sponsors
Melanie Trimm
Jack McEnery
Joanne Kaczmarek
Larry Hanyzewski
Douglas Lamb
Sandra Moulton

Elyne Cole, Robert Crouch,


Jack McEnery, Jami
Painter, Maureen Parks,
Deb Stone, Angela Yudt
Mike Kamowski, Rob
Dixon, Rod Hoewing, Carol
Malmgren, Ed Garay,
Tracy Tolliver
Mike Kamowski, Robert
Dixon, Cynthia HerreraLindstrom, Megan Carney,
Rod Hoewing, Brian
Catherwood
Lee Katman, Phil Reiter,
Rob Dixon, Mike Kamowski

Effort
350

Start
TBD

470 Jul 2014

2570 Jul 2014

848

TBD

400

TBD

640

Feb
2015

Ruth Watkins, Aaron Walz

760

TBD

Stacey Kostell, Amy


Edwards, Matt Suerth,
Laura Dorman, Kevin
Shalla, John Evans,
William Patterson
Rebecca Moyer, Sandra
Moulton, William Patterson

80

TBD

Mike Kamowski, Brian


Catherwood, Thomas
Glenn, Marya
Leatherwood, Lori
Giordano
Cindy DeBrock, Robbie
Witt, Elyne Cole

Janet Milbrandt
Mike Bloechle
Kevin Fair
Rosey Murton
Denise Stanley, Brent
Rasmus

2480 Jul 2014

6096 On Hold

1510

TBD

848

TBD

696 On Hold

In Queue Projects by Priority - ITPC


2/2

7/18/14 9:22 AM
Priority

Area

Approv
Project Name
ed
Mar
ITPC-0447 CCFD
2013
System Enhancements

15

Finance

16

Finance

May
2014

ITPC-0471 Implement
ICS Data into the EDW

17

Human
Resources
Finance

Feb
2011
May
2014

Human
Resources

Feb
2011

ITPC-0370 Costing
Application Analysis
ITPC-0472 UAFR:
Investment Income
Distribution Application
Rewrite
ITPC-0374 Enterprise
Academic Leave
Tracking and Reporting

18

99

Project Sponsors
Pradeep Khanna, Shelley
Mix, Barbara Russell, Nick
Glumac
Sara Williamson
Nicole Stewart
Vanessa Peoples
Janet Milbrandt
Kevin Fair
Mike Bloechle
ITPC HR SC
Janet Ford

HR ITPC SC Membership

Effort

Start

740

TBD

755

Jan
2017

240

TBD

TBD

2634 On Hold

Reasons for Overages in At-Risk Projects - ITPC


1/2

7/18/14 9:22 AM
Project Name

ITPC-0328 Contract
Management System

IT Organization - resource
constraints;

ITPC-0359 DARwin
Upgrade to u.achieve

Budget
health

Schedule
health

Barrier
health

Overall
health

Baseline
Finish

Anticipated
Finish

Jun
2014

Sep 2015

Baseline
Effort

Anticipated
Effort

13,993

12,288

OBFS BIS managed the project until November, 2013; Steve Branch is now the project
manager. ITPC-0328 was originally scheduled to end in 2013; this is because the project
was originally intended to end when the OBFS BIS portion of the project was completed.
ITPC-0328 has been re-purposed to include the iCS deployment effort. Since the
deployment is scheduled to last well into 2015, the implementation date on the project has
been changed to 6/30/2015.
Feb
Aug 2014
537
1,320
R
R
R
R
2013

Encountered unidentified
risk/issue;
Delayed delivery of code/
bug fixes from
vendor;Encountered
unidentified risk/issue;
ITPC-0368 Athletics NCAA
CAI

Delay in implementation timeline will require additional development and testing hours to
implement new verion(s) of the application in UI environment.
Campuses decided to delay implementation timeline in order to allow the new version of
the application to mature. There is also a piece additional functionality yet to be released
that is considered essential for UI implementation.

End user testing delays;

SNtial, UIC OAR Office and UIC Athletics are in the process of defining test cases they
want to validate and the layouts of any reports and files UIC Athletics wants. SNtial was
hired to drive that part of the effort. At this point, the remaining tasks fall into the SNtial /
UIC Testing phase, so there isnt a lot more AITS can do for now, until all test cases have
been proven and all reports and files are approved.
May
May 2015
12,942
32,039
R
Y
Y
Y
2014

ITPC-0375 - IAM Phase 1:


Courion Access
Assurance

Jan
2014

Aug 2014

1,015

Complexity of
specifications;Underestima
ted work based on
unknown
factors;
Key decision
milestones
missed;IT Organization resource constraints;
ITPC-0375 - IAM Phase 2:
Siteminder and
Federation

The project went through a mid-project review and it was determined that additional
analysis and requirements gathering was needed. This increased the hours and added
work packages to the project overall.
Based on the mid-project review, the team went through a period of replanning which
realistically adjusted the schedule according to new findings. The project team is still
analyzing the options for the go-live date for the first campus release.
Jun
Dec 2014
3,344
R
R
Y
R
2013

Underestimated work
based on unknown
factors;Encountered
IT Organization - resource
unidentified risk/issue;
constraints;

Work to be completed was underestimated. Replanning effort led to additional work not
initially estimated.
All resources have shared responsibility between this project, other projects, and
production. Conflicting priorities have caused additional delays.
Sep
Jun 2014
566
R
G
G
Y
2014

ITPC-0401 Analysis to
Extract and Load iCS data
into EDW
Complexity of
specifications;

Additional hours were required due to the complexity of the data transformations
necessary.

1,066

7,393

679

Reasons for Overages in At-Risk Projects - ITPC


2/2

7/18/14 9:22 AM
Project Name

ITPC-0412 Online Course


Catalog

Budget
health

Schedule
health

Barrier
health

Overall
health

Baseline
Finish

Anticipated
Finish

Jun
2015

Jun 2015

Baseline
Effort

Anticipated
Effort

2,263

Delayed delivery of code/


bug fixes from vendor;
ITPC-0427 Infor TEM
upgrade

Vendor is behind on making the requested April 2014 deadline for UIUC CIM production
implementation. This delay will push out subsequent campus implementations.
Jun
Jun 2014
463
R
G
G
Y
2014

Insufficient project
planning;

This project was baselined with the incorrect hours and is within the approved ITPC
proposed hours. It will be baselined after tasks have been closed.

ITPC-0441 Implement
Banner 9 (Banner XE)
Events Management

Sep
2013

Jun 2015

1,022

Unexpected high level of


defect
fixes;Underestimated
work
Delayed
delivery of code/
based
on from
unknown
bug fixes
vendor;
factors;Encountered
ITPC-0454
unidentifiedInfoEd
risk/issue;
Application Upgrade

Project Team is continuing to find issues with releases which is increasing the number of
hours required for testing. Fixes are also not being received in a timely manner.
Delivery of EM 9.2 is on hold by the vendor with no estimated delivery date.

Unexpected high level of


defect fixes;Encountered
unidentified risk/issue;
Encountered unidentified
risk/issue;

The project team encountered defects that were not corrected in a timely manner by the
vendor. Report development and testing has taken longer than expected due to
performance issues in the report environment.
The project team encountered defects that were not corrected in a timely manner by the
vendor. Report development and testing has taken longer than expected due to
performance issues in the report environment.

Jan
2014

Jun 2014

Deployment was rolled back on 2/23/14 due to vendor staging problems.

968

2,263

1,016

1,212

2,202

Recently Completed Projects - ITPC


1/1

7/18/14 9:22 AM
Area

Project Name

Description

BI PM

ITPC-0460 Business Objects XI


Release 4 Upgrade Analysis

The objective of this project is to determine the best approach for


upgrading the existing Business Objects XI release 3 software to
Business Objects XI release 4.

Finance

ITPC-0347 Message Enable the


Finance Accounts Payable
Feeder Process

This project is intended to create the gateway to Banner, but is not


intended to require changes to currently used interfaces or cause
current interfaces to be rewritten. No business units will be forced to
use this gateway, however the intention is to provide another valid
option available to any unit that has an interest.

Finance

ITPC-0401 Analysis to Extract


and Load iCS data into EDW

Conduct an analysis and develop an implementation plan for


transferring data from the Contract Management System, Prodagio to
the EDW to meet the reporting needs across the university.

Human
Resourc
es

ITPC-0451 Phase I
Implementation of System
Support for Public Act 97-0968SURS

Public Act 97-0968 creates a new funding mechanism targeted at


SURS-covered employers that employ SURS annuitants under
certain criteria. A SURS-covered employer is to make a contribution
to SURS if it employs an "affected annuitant" on or after August 1,
2013. The contribution will be equal to the affected annuitant's
annualized retirement annuity payable on the day on which the
employer employed the "affected annuitant".
This project is to implement the initial processes and systems to
assist the University in meeting the provisions included within the
public act. The process and systems are intended to meet the
minimum needs of the University for tracking SURS annuitants who
are employed by the University and monitoring an annuitants
progress

Human
Resourc
es

ITPC-0455 HRFE and Paris


Maintenance for FY14

This project will provide application maintenance and service desk


support for the HR Front End and PARIS applications. While the end
users know thes as two separate applications, they do share the
same code base which is why we need to support these applications
together.

Student

ITPC-0459 Financial Aid


Regulatory Changes for FY14

This project enables AITS and the campus Financial Aid offices to
complete update work required for the University of Illinois to remain
in compliance with federal and state regulations and reporting
requirements

Technolo
gy

ITPC-0454 InfoEd Application


Upgrade

The University of Illinois purchased and uses InfoEd Proposal


Tracking software for Research Administration processing. InfoEd
Global has announced that will no longer support the current
production version used by the University. This project will bring the
application up to date and maintain current support levels.
If we do not upgrade this software and maintain vendor support, the
University will be put at risk of research administration data being
unavailable or unusable for extended periods of time.

Technolo
gy

ITPC-0474 Mandatory Banner


Student 8.6 upgrade

As a result of the Federal Governments 150 percent Direct


Subsidized Loan Limit provision; under the Moving Ahead for
Progress in the 21st Century Act (MAP-21) (Public Law 112-141);
Ellucian will be required to change current Banner Financial Aid
functionality to meet the regulatory requirements. Please be aware
that the Financial Aid solution has a software dependency on Banner
General 8.6, Banner Accounts Receivable 8.4.5 and Banner Student
8.6.3. UI must upgrade these modules to meet the dependency
requirements

Work Request Analysis as of 7/29/14

Work Request Analysis

University of Illinois

Page 1 of 1

Project Proposal Templates (short and long)



Project Proposal Template Level 3

ITPC-XXXX

To be completed for all requests that require more than 850 hours of effort or with project budgets
greater than $100,000. Projects exceeding 5,000 hours or requesting $250,000 or must complete the
ITPC Level 3 proposal. For additional information regarding ITPC, visit www.itpc.uillinois.edu.


1) Project Name:

Campuses affected by project (UIC/UIUC/UIS/UA):

Date Template Submitted to ITPC:


2) Sponsor(s):

ITPC project sponsors must be individuals and cannot be groups. Being a project sponsor implies
project ownership as a key stakeholder in the project and may require active project participation in
a sponsor or advisory role.


Name




Campus




Department






3) Project Description

a) What is the business need to be addressed by this project?



b) How are we currently fulfilling the business need?



c) What is the suggested solution to the business need?



d) If this project is not addressing UA needs or the needs of all three UI campuses, please
explain why all campuses are not being included in this proposal?



ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)

Page 1

e) Please detail the individuals and organizations consulted at each campus in


determining the scope of this project.


Chicago
Name
Department
Title









Springfield
Name
Department
Title









Urbana-Champaign
Name
Department
Title












UA
Name
Department
Title











f) Describe the effects of this project on current business processes at each campus.


g) Are there any other systems, processes and organizations that may be affected by this
proposal?


h) How does this project directly support any of the universitys strategic planning
initiatives?
Strategic alignment is not a requirement for ITPC projects and this question may be answered with
Not Applicable if there is no alignment. Please see Appendix 3 for strategic plan resources.

University:
Campus:
College/Unit/Department:

ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 2


i) Is this a mandatory project?

ITPC projects may be mandatory or discretionary. Mandatory projects are those mandated by the
Board of Trustees or regulatory bodies or systems projects that must be pursued to maintain the
integrity of the application infrastructure (such as system upgrades). Discretionary projects are
those that add new or improved functionality but are not required. Within project proposals, the
elements of a project that are mandatory versus discretionary should be clearly distinguished.

- NO

- YES

If yes, please describe why.



j) Have all assumptions being made in the preparation of this template been
documented?
Include any functional or technical requirements in Appendix 1.

4) How will this project benefit faculty and students at the University of Illinois?


5) Alternatives Considered (include the impact of no action)


6) Detailed Project Justification

a) All ITPC project are reviewed six months after implementation to evaluate project
success. At six months after implementation, how will you know whether this project
was a success?



b) Complete the spreadsheet below to quantify the project benefits.
Strategic benefits as noted in the spreadsheet would be benefits for which the financial
quantification of benefits is difficult to determine. An example of this would be improved customer
service and satisfaction. Tangible benefits are identified as those benefits for which cost savings,
labor efficiencies or increased revenues can be estimated and extrapolated to determine a financial
value of the benefit. Labor savings calculations should utilize the best estimate available for average
labor rates.

ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 3

ITPC Project Benefit Summary


Strategic Benefits
Measure

Timeframe

Tangible Benefits

Benefit Category

Benefit Description

# of
Units

Savings/
Revenue
per Unit

Annual
Benefit
Dollars

Benefits Realization Dollars

Calculation Details

Cost Savings

Yr 1

Yr 2

Yr 3

Yr 4

Yr 5

5 Year Total

- $ - $ -

$ -

$ -

$ -

$ -

$ -

$ -

- $ - $ -

$ -

$ -

$ -

$ -

$ -

$ -

- $ - $ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

Total Cost Savings Benefits

Internal Labor Efficiencies

Yr 1

Yr 2

Yr 3

Yr 4

Yr 5

5 Year Total

- $ - $ -

$ -

$ -

$ -

$ -

$ -

$ -

- $ - $ -

$ -

$ -

$ -

$ -

$ -

$ -

- $ - $ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

$ -

Total Internal Efficiency Benefits

Total Tangible Benefits Realization Dollars

ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 4


7) Project Return on Investment Details:
Please complete the questions below to provide further details on the items described in the Tangible Benefits

section above. This section is required to be completed for discretionary (non-mandatory) projects exceeding
2,500 hours or $250,000 in requested ITPC funding. The purpose of this section is to provide additional
information for ITPC to evaluate how the project will provide benefit to the University and provide a baseline for
post-project evaluation as to whether the project achieved its goals. If you need assistance completing this
section, please contact AITS_PMO@uillinois.edu.

Who controls the resources that will be affected by the benefits of this project? Who are the responsible parties
for collecting or reallocating the tangible benefits described? Please name these individuals.



Provide a representative sample of departments that will be affected by the project benefits. These departments
will be included in the post-project follow-up.



Which parts of the project savings will be possible to capture? (Reduced costs/labor) How will these savings be
utilized or redeployed? By what date (or timeframe) is this disposition expected?

Savings Description





How utilized or redeployed?







Timeframe





If there is little/no chance to capture project benefits, explain the nature of the savings and why they cannot be
captured?



How will the benefits of the project be measured? This will be utilized for formal follow-up from ITPC.




Please comment on any significant project benefits that are not related to cost or labor savings where these
benefits provide substantial reasons for pursuing the project in the absence of clear financial or efficiency
payback.





ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)

Page 5

8) Resource Requirements:

To the best of your ability, estimate the costs of this project in hardware, storage, software, and labor hours for
both initial outlay and recurring maintenance. If you have questions as to how to complete this spreadsheet,
please contact AITS_PMO@uillinois.edu.


ITPC%Resource%Estimation%Matrix

Dollars

One%Time
($)
Task%%%\%%%Resource
Hardware
$%%%%%%%%%%%%%<
Software
$%%%%%%%%%%%%%<
Storage
$%%%%%%%%%%%%%<
Other%<%describe
$%%%%%%%%%%%%%<
%%(Redefine%below%tasks%as%appropriate)
Project%Administration
Analysis%&%Design
Research%Alternatives/Process%RFP
Construction/Implementation
Testing
Documentation
Training
Communication
Deployment
Post<Implementation%Support%(30%<%
60%days%after%go<live)
Total%Project%Hours
Annual%Maintenance%per%year
Total%Year%1%Project%Hours

Hours%of%Effort

Recurring
($)

AITS

Other%IT

DS

Func<%
tional%
Office

Contract%
Labor%/%
Other

$%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<

Totals
$%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<

Project%Cost%Summary
Total%Estimated%Hours%(from%above)
Standard%Labor%Rate%%*
Full%Project%Cost
Internally%Funded%Costs%\%Staffed%Hours
Out%of%Pocket%Cost%Reduction
Net%Requested%ITPC%Project%Funding
Estimated%Annual%Support%<%Labor%and%Vendor
Standard%Labor%Rate%%*
Full%Annual%Maintenance%Cost

Func8
Technical
tional
Vendor
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
%%%%%%%%%%%%%%%<
$%%%%%%%%%%%%%%45 $%%%%%%%%%%%%%%30 $%%%%%%%%%%%%%%90

Hardware
Storage
Software

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%8

%%%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<
$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%8

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

%%%%%%%%%%%%%%%<

$%%%%%%%%%%%%%%45 $%%%%%%%%%%%%%%30 $%%%%%%%%%%%%%%90


$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

$%%%%%%%%%%%%%<

*%%<%%This%is%an%average%outsourced%labor%rate.%%If%you%have%a%more%accurate%rate,%please%utilize%it.

Comments%or%Assumptions:%%%

ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Total
%%%%%%%%%%%%%%%<

Page 6

$%%%%%%%%%%%%%8

9) Data retention
Will this project cause new data to be created or require data to be migrated from one
system to another?

If you answered yes to the above question, how long should the data be retained, why
should it be retained for that period of time, and does it need to be retained in the active
system for the entire retention period?

10) Timeline

Estimate duration in months/weeks of how long it would take to complete this project. Are there
business milestones or dependencies that have an effect on when this project should be implemented?



11) Sourcing analysis (use of external vs. internal resources)

Document why chosen sourcing approach is optimal (expertise, availability of resources, costs,
expediency).


12) Vendor assessment (if applicable)

List the vendor(s) under consideration:

Is this a current vendor utilized by the University of Illinois or is this a new vendor?

Please comment on the following regarding the vendor:


a) Financial viability
b) Installed base of clients for all products
c) Installed base of clients for product that will be implemented


13) Expected funding mechanisms (e.g., existing budget, net new funds).

Are you asking for ITPC funding for this project or is it being funded by the sponsoring office or some
other organization? Consider the source of funding for following items:


Expense Area
Functional Area Staff
Technology Staff
Software/Hardware

Funding Source



Please provide the information below from the Project Cost Summary in Section #8 above.
Fully funded project one-time costs
$0,000
Net requested ITPC project funding
$0,000
Annual maintenance costs
$0,000
Who/how will out of pocket annual maintenance costs

be paid for future years?

ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 7


14) Risk Assessment

Complete the risk matrix below. Please select a risk levels where indicated.
Risk Type

Likelihood of Occurrence
(What is the chance or this
risk situation occurring on
this project:
High/Medium/Low)

Impact
(Would this risk impact schedule,
budget or scope, and would that
impact be High, Medium or Low?)

Risk Description for This Project

Maturity of solution (e.g., are similar solutions in place


elsewhere; specify # of sites and how long the solution has
been in use)

Institutional commitment and consensus (e.g.,
management buy-in)

Aggressiveness of Project Schedule (e.g., how does


schedule compare to other installs)

Adequate Budget (e.g., budget benchmarked, contingency


available)

Complexity (e.g., scale, degree of change required, number


of parties involved)

Organizational Readiness (e.g., functional staffing,


employee attitudes)

Benefits realization (e.g., will savings materialize and be
captured)

Application Performance (e.g., will system scale to meet


demand)

Other Risk (please specify)

ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 8

Mitigation
(What steps would be taken to avoid
the risk? What would be done if it
happened?)


































15) APPENDIX 1 - Functional and technical requirements


If available, insert any project specific functional and technical requirements.

ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 9


16) APPENDIX 2 - Project recommendation from Subcommittee

Project name:
Sponsors:
Proposal level:
Subcommittee:
Date of subcommittee review:


This proposal should be recommended without reservation

Among the projects currently under evaluation by the ITPC subcommittee, this level of
priority is most appropriate:
Highest priority Critical and urgent; greatest impact overall or best value
improvement:

Moderate priority Important and valuable; Impact is limited or
implementation costs unclear

Low priority Useful, but of limited applicable value or narrow utility

This proposal should be recommended with these questions or concerns:

This proposal should not be recommended, for these reasons:



ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 10

17) APPENDIX 3 ITPC Project Proposal Preparation Resources



3h Alignment to Strategic Plans

Strategic Plans:
University, Campuses, and Support Organizations:
http://www.uillinois.edu/strategicplan/StrategicPlans.cfm


5 Detailed Project Justification

A description and quantification of the benefits the project will achieve.

To the extent that you have information on specific benefits of performing this project,
please summarize them below. This might include items such as costs savings or service
improvements. Include the types and numbers of affected customers.

Consider items such as:

Regulatory compliance (reference specific legislation and impact)
Cost savings (provide cost/benefit and total cost of ownership analyses)
Service Improvement (include flow charts that document current processes and how
these will change; indicate types and numbers of customers that are affected
Risk avoidance (reference systems or processes where internal or external support is
diminishing or being eliminated)
Renewal (demonstrate how change will improve maintainability, reduce support and
training requirements or make current capacity more efficient)
IT Infrastructure (specify how change will enable other initiatives)
Revenue Generation (provide revenue generation projections)

If this proposal will create internal labor efficiencies, please comment on how the
redeployment of resources will be utilized.



ITPC-XXXX Level 3 Project Proposal (Version: 08/2013)


Page 11

AITS Project Proposal

AITS-0119

This is to be completed for all non-operational internal projects that require resources from outside your own department. This information
will be utilized in the allocation and management of resources for AITS Projects as well as in the prioritization and scheduling of these
projects.

1-Project Name: Vended Application WBS development


Project Sponsor: Nyle Bolliger
2-Project Description (what you want to do): This project will enhance the PMLC/SDLC methodology to include a task
list, task descriptions, and several supporting templates/checklists/guides for a vended application project. This project
will also develop and schedule several 30 minute overview sessions to be delivered by the project sponsor.
This project does not include the SDLC methodology revisions and updates as identified during the last PMLC/SDLC
training event. Ideally, these revisions would be complete and agreed to prior to the vended application materials are
complete. This would allow us to provide an up to date PMLC/SDLC methodology document along with the vended
application materials. The compilation of the SDLC revisions is outside the scope of this project, however, and lies with
the SEPG.
3-Primary Goal/Estimated Benefits: (what is it going to do for us)
Internal labor efficiency:
Cost savings:
Service maintenance/improvements
Leverage for other projects: Providing a standard methodology for vended applications will improve the speed
and quality of our vended application projects. In addition, providing a documented process will give our clients
confidence in our abilities as an implementation partner.
Architecture work:
4-Impact if we do not do this project:
If we do not do this project, vended application projects will continue to be run ad-hoc and the quality of these projects
will vary with the experience of the project lead and manager. In addition, there is a slight chance that additional cost
will be added to projects as our clients choose a third party as an implementation partner.
5-Estimated project cost (rough estimate for prioritization and resource planning purposes)
Labor
Resource type (Role)

Department

Project manager and PMLC


SME

PMO

SDLC SME and project sponsor,


Nyle Bolliger

ADSD

Vended Application Support


SME

Application
Support

AITS Project Proposal

Estimated
Description of work
hours
60 Lead project, get agreement, create initial set
of documentation (task list and decriptions,
templates, overview presentation) for revision
and review.
20 Provide expertise on vended application tasks
and templates. Offer vended application
overview to AITS groups. Review and approve
final set of documentation. Work outside the
project to revise the SDLC methodology
document.
20 Provide expertise on vended application task
and templates. Help define success criteria for
a vended application project. Review and
approve final set of documentation.

Security engineering SME

Security

Deployment SME

Deployment

DBA SME

DBA

Other costs
Cost type

Total
One-time
cost

Total

20 Provide expertise on vended application task


and templates. Help create vended application
security checklists. Review and approve final
set of documentation
20 Provide expertise on vended application tasks
and templates. Help define success criteria for
a vended application project. Integrate new
vended application tasks into existing
deployment processes. Review and approve
final set of documentation
20 Provide expertise on vended application task
and templates. Help create vended application
database review checklists. Review and
approve final set of documentation
160
Reoccurring
costs / year

Explanation

6-Project duration and schedule limitations:


Deadline for initial set of deliverables is 6 weeks in order to meet a request from Capital Programs to provide this
information. Initial deliverables include:
1. PMLC documentation packet
2. Task list with descriptions
Deadline for the completion of the full project is flexible, but desired deadline is August 28th, 2014. It is expected that
the August deadline will not be hit, due to the delay in starting of this project.
An estimated schedule is:
Subject
Duration
Individual meetings with project team (CC and project team)
8 days
Initial Task List with Descriptions Developed (CC)
1 day
Review and revision of tasks as a group (project team)
1 day
Creation of supporting doc/checklists and success criteria (project team) 19 days
Assembly of initial set of deliverables (CC)
3 days
Review and revision of supporting documents (CC)
4 days
Group review and revision
1 day
Assembly of final deliverables (CC)
4 days
Overview presentations scheduled (NB)
1 day
Project close (CC)
1 day

AITS Project Proposal

Task order
1
2
3
4
5
6
7
8
9
10

AITS Project Proposal




Project executive summary and scoring matrix

Project title: ITPC-0483 Tableau Licensing


Expansion

Type of Project

Sponsors: Stacey Kostell, Amy Edwards, Mab Suerth, Laura

Dorman, Kevin Shalla, John Evans, William Paberson, Bruce N


Hammerberg, Anthony Kerber, Mike Wonderlich

System or Campus Level, Mission Critical


College/Department Level Automation or Reporting

Technology, Software or Data Infrastructure

Submission Date for Level 2 template: 2014-05-16

Project Benets / Process Changes:

Summary:

The expansion of the Tableau license would open up opZons for secure
delivery of dynamic and visual reports. Eects of this project:
-Units that have purchased their own Tableau license could consolidate
under the University license reducing redundant licensing costs.
-The more robust core license would allow Tableau reports to be
securely embedded in websites and delivered via mobile devices
thereby expanding the ability to consume and explore data.
-Units that are currently limited by the 50 seat license (and therefore
delivering staZc pdf reports), could expand their delivery to uZlize the
web based dynamic dashboard.
-Units that receive staZc reports could receive dynamic and exploraZon
friendly reports.
-The server license allows for anonymous report access for public data
as well as secure, logon based access to reports with the underlying data
protected.
-Decision makers would be more empowered to explore data, ask beber
quesZons and maker smarter decisions

With a growing warehouse of rich data, there is an opportunity to explore, forecast and
trend. While the warehouse data is fairly accessible, the tools to easily mine it are not.
In parZcular demand are visual tools that easily present and explore large amounts of
data. AITS hosts the data visualizaZon tool, Tableau. Several units have piloted
Tableau, have found great value in it and would like to expand their usage.

The current license is limited to 50 named users -- a barrier to use (or piloZng) on any
scale. Moreover, the 50 seat license does not allow for secure anonymous delivery (i.e.
an intranet).

In order to more fully uZlize the current investment in Tableau and propel it into proper
mainstream use, we advocate that the University shi_ to a core based license model
which removes the current 50 user limit.







Rating

Possible Points

% of Max
Rating

Probability of success
Institutional commitment
Institutional readiness
Realistic implementation timeframe
Technology/Vendor maturity

15.00
10.00
15.00
10.00

15
10
15
10

100.00%
100.00%
100.00%
100.00%

Probability of success subtotal

50.00

50

100.00%

Business/Strategic Value
Number of affected customers
Financial return
Service improvement

20.00
0.00
7.50

20
15
15

100.00%
0.00%
50.00%

Business/Strategic Value Subtotal


Summarized Costs / Benefits

27.50
Year 1

50
Year 2

55.00%
Year 3

Rating

100.0%

Probability of Success

Business Value

Total Project Costs


Total Project Benefits
Project Net Benefits
Cumulative Return

0%

20%

Year 4

$242,500
$69

$52,500
$66,608

$52,500
$76,224

$52,500
$85,850

($242,431)
($242,431)

$14,108
($228,323)

$23,724
($204,599)

$33,350
($171,249)

Project Net Annual Return

$50

55.0%

40%

Year 5

60%

Return ($K)

($50)

($150)

Project Net Benefits

($200)

Cumulative Return

($250)
Year 1

Year 2

Year 3

Year 4

Year 5

100%

Budget Summary - Full Project Cost

Central ITPC
Recurring
$52,500
$95,485 Total Budget
Other Funding Budget
Funds
$242,500 $ 190,000

$52,500
$52,500
$42,985
Effort Summary
($128,264)
Effort (hrs)
160

Duration
Project Start
(months)
6
TBD
Effort Breakdown (hrs.)

Total
169

Project
Payback
(Yrs.)

Functional
80

ROI
after
Year 2

NA

-77%

$0

($100)

80%

Project
Finish
TBD

IT
Vendor
80

-
ROI
ROI
after
after
Year 3
Year 5
-59%

-28%

Project title: ITPC-0483 Tableau Licensing Expansion

Business/Strategic Value
Number of affected customers
3
Benefits multiple departments on multiple campuses.
2
Benefits multiple departments on a single campus.
1
Benefits a single department on multiple campuses.
0
Benefits a single department on a single campus.
Financial return
2
Offers a Return on Investment in Year 1
1
Offers ROI in Year 2-3
0
Offers ROI in Year 4+
Service improvement
Will significantly improve operating efficiency and/or significantly improve
2
customer perception of service.
Will moderately improve operating efficiency and/or moderately improve
1
customer perception of service.
Will nominally improve operating efficiency and/or improve customer
0
perception of service.
Subtotal
Probability of success (inverse of risk)
Institutional commitment
There is broad institutional and management support for this project from all
2
affected parties.
There is moderate institutional and management support for this project from
1
all affected parties.
There is nominal institutional and management support for this project from
0
all affected parties.
Institutional readiness
The sponsoring organization is ready to provide required project resources
2
upon approval and there are no other barriers to project initiation.
The sponsoring organization will need to secure/prioritize required project
resources upon approval or there may be other barriers that inhibit
1
proceeding with project.
The sponsoring organization is unable to commit the required project
0
resources upon approval or other barriers inhibit proceeding with project.
Realistic implementation timeframe
2
The proposed timeframe for implementation is reasonable and attainable.
There is a moderate risk that the proposed timeframe for implementation may
1
not be met.
0
The proposed timeframe for implementation is unlikely to be met.
Technology/Vendor maturity
The technology being utilized is proven, mature and low risk and/or the
2
vendor has extensive experience with this type of work.
The technology or vendor being utilized is somewhat unproven or unfamiliar
1
to the University.
The technology or vendor being utilized is not in a mature state and/or the
0
University is unfamiliar with the technology or vendor.
Subtotal

Weight

20%

20.00

15%

15%

Comments:

15%

15.00

10%

10.00

15%

15.00

10%

10.00

Provost supported initiative. High support for UIUC.

50.00
77.50

Rating

% of Max
Rating

20.00
0.00
7.50

100.00%
0.00%
50.00%

15.00
10.00
15.00
10.00

100.00%
100.00%
100.00%
100.00%

Business/Strategic Value

Probability of success (inverse of risk)


Institutional commitment 15
Institutional readiness 10
Realistic implementation timeframe 15
Technology/Vendor maturity 10

7.50

27.50

Total

Number of affected customers - 20


Financial return - 15
Service improvement - 15

Weighted
Score

Score

77.50

ITPC Level 2 Template Individual Rating Sheet




Portfolio Prioritization

In Flght Priorities - Full List


8/14/14 9:38 AM
Active projects are prioritized by the AITS Managers on a monthly basis. This internal document should help us
answer the question: What should I work on next? These priorities should not be interpreted as a mandate that
staff only work on their critical project tasks. These priorities should be used to help resolve conflicts that
occasionally arise between projects and ensure that we make work decisions aligned with AITS' priorities.
1-CRITICAL: This project is a critical priority. Any resources required for timely completion should be allocated. This
may mean that other projects will lose resources or will slow down. Requests by the project manager for resources to
complete specific critical path tasks with a well defined start and end date and deliverables should be granted. Any
impediments to progress should be communicated to senior management. Projects designated as critical have at least
four of the priority project characteristics listed below.
2-HIGH: This project is a high priority. Any resources required for timely completion should be allocated unless they are
committed to a critical priority project. The availability of incremental resources (contractors) should be used if possible
to stay on track. Any impediments to progress should be communicated to senior management. Projects designated as
a high priority have at least two of the priority project characteristics listed below.
3-Normal: This project is a normal priority. Critical and High priority projects will take precedence in allocated resources.
Any delays in the project schedule should be communicated to senior management and the customer. Normal priority
projects have at least one of the priority project characteristics listed below.
"Priority project characteristics: high profile; high risk; significant enterprise wide impact; mission critical impact;
significant cost savings; support of senior level University stakeholders; legal/regulatory implications with a hard
deadline; dependency of a project with a critical priority value; documented ROI; significant customer service
improvements; capturable cost savings; directly supports one of the 5 AITS strategic directions (Save Time for faculty
students and staff, Improve Ease of Use, Improve Speed to Service, Deliver Targeted and Pervasive Information, and
Collaborate).

Project Name

Area

Manager

Finish

Health

ETC

ITPC-0375 - IAM Phase 1: Access


Assurance

Tech

Fritchey, Daryl

Dec 2016

Yellow

ITPC-0375 - IAM Phase 2: Siteminder


and Federation

Tech

Fritchey, Daryl

Nov 2015

ITPC-0444: Finance Reports


Distribution

Fin

Fogarty, Lisa

ITPC-0463 Analysis for PPACA


Monitoring, Controlling, and Reporting

HR

ITPC-0465 START myResearch


ITPC-0469 Finance Reports
Distribution Role Application
AITS-0101 Status System

Manda
tory?

In
Flight
Priority

26,071

Critical

Red

3,500

Critical

May 2015

Green

5,298

Critical

Kerber, Tony

Sep 2015

Green

582

Critical

Other

Lavender, AJ

Jul 2018

Green

72,801

Critical

Fin

Strate, Liz

Jul 2015

Yellow

1,312

Critical

Tech

Coon, Jannah

Dec 2014

Yellow

1,327

High

ITPC-0328 Contract Management


System

Fin

Branch,
Steven

Sep 2015

Yellow

756

High

ITPC-0375 IAM Program Activities,


Project Management, and
Communication

Tech

Fritchey, Daryl

Dec 2016

Green

14,505

High

ITPC-0446 BO Desktop Intelligence


Standard Report Conversion

BI PM

Getty, Rick

Sep 2014

Green

500

High

ITPC-0458 Desktop Intelligence Ad Hoc


Report Conversion

BI PM

Selk, Jennifer

Apr 2015

Green

5,280

High

ITPC-0473 BOXI Upgrade


Implementation

BI PM

Getty, Rick

Mar 2015

Green

2,823

High

AITS-0029 Enhance OpenEAI Test


Suite

Tech

McKinney,
Marla

Dec 2014

Green

280

Normal

AITS-0035 On-Call and Contact


Management System

Tech

Wells, David

Oct 2014

Red

405

Normal

AITS-0036 SecureAccess
Enhancement

Tech

McKinney,
Marla

Aug 2014

Yellow

90

Normal

In Flght Priorities - Full List


8/14/14 9:38 AM
Project Name

Area

Manager

Finish

Health

AITS-0062 UA Portal

Tech

Ledford, Noni

Sep 2014

Yellow

AITS-0096 PEAR rewrite

Tech

McKinney,
Marla

Dec 2014

Yellow

AITS-0100 SitePublish Upgrade

Tech

Nelson, Todd

Dec 2014

Yellow

AITS-0108 KnowledgeBase
Implementation

Tech

Ledford, Noni

Dec 2014

AITS-0110 Sharepoint 2013 Upgrade

Tech

Ledford, Noni

AITS-0111 Oracle 11.2.0.4 EDW


Upgrade

Tech

Kumar, Tadi

AITS-0112 Oracle 11.2.0.4 Upgrade


(excluding EDW, Banner & Related
Databases)

Tech

Kumar, Tadi

AITS-0114 DS Website Review

Tech

ITPC-0305 Upgrade to Astra Schedule


Software to Version 7 REVISED

Manda
tory?

In
Flight
Priority

74

Normal

131

Normal

347

Normal

Green

938

Normal

Jul 2015

Green

1,550

Normal

Dec 2014

Green

126

Normal

Dec 2014

Green

360

Normal

Williamson,
Tanya

Oct 2014

Green

215

Normal

Stu

Unser,
Michele

Jun 2015

Green

2,464

Normal

ITPC-0306 Banner Relationship


Management (BRM) Implementation

Stu

Thomas,
Jeanie

Aug 2014

Yellow

3,105

Normal

ITPC-0359 DARwin Upgrade to


u.achieve

Stu

Wells, David

Feb 2015

Red

306

Normal

ITPC-0363 UAFR: FOAPAL


Maintenance Web Application

Fin

Behrens,
DeAnn

Dec 2013

Green

896

Normal

Tech

Ledford, Noni

Mar 2015

Green

1,544

Normal

ITPC-0368 Athletics NCAA CAI

Stu

Caputo,
James

Nov 2014

Yellow

779

Normal

ITPC-0374 Enterprise Academic Leave


Tracking and Reporting

HR

Cummings,
Stephanie

Nov 2014

Yellow

3,913

Normal

ITPC-0398 UAFR: Surplus Warehouse


Inventory System

Fin

Hall, Ryan

Feb 2016

Green

2,317

Normal

ITPC-0408 GCO: Sponsor


Remittances

Fin

Hall, Ryan

Mar 2015

Green

7,333

Normal

ITPC-0412 Online Course Catalog

Stu

Bland,
Amanda

Jun 2015

Yellow

1,382

Normal

Tech

Velazquez,
Robyn

Oct 2014

Green

297

Normal

ITPC-0428 PARIS Prior pay


adjustments

Fin

Combs, Mary

Jun 2015

Yellow

2,352

Normal

ITPC-0430 State Clearing Application


Rewrite

Fin

Hall, Ryan

Mar 2015

Green

1,509

Normal

ITPC-0435 UPB: Database Analysis

Fin

Hixson,
Brenda

May 2015

Green

376

Normal

ITPC-0438 DRES Integrated IT


Solution Analysis

Stu

Gidcomb,
Scott

Apr 2015

Green

226

Normal

ITPC-0439 UPB: Direct Pay Application


Rewrite

Fin

Hixson,
Brenda

Jan 2015

Green

426

Normal

ITPC-0441 Implement Banner 9


(Banner XE) Events Management

Stu

Moss,
Suzanne

Jul 2015

Red

736

Normal

ITPC-0449 UAFR: Banner Feeder


Application

Fin

Hall, Ryan

Oct 2015

Green

5,050

Normal

ITPC-0461 New Hire Redesign


Implementation

HR

Osfar, Megan

Apr 2015

Green

4,781

Normal

ITPC-0367 Service Desk Management


Front-end

ITPC-0421 Employee Training


Infrastructure Analysis

ETC

In Flght Priorities - Full List


8/14/14 9:38 AM
Project Name

Area

Manager

Finish

Health

ITPC-0467 Automated Grade Change


Process

Stu

Legrande,
Adam

Jan 2015

Green

ITPC-0476 Nelnet Business Solutions


FY15 Maintenance

Fin

Branch,
Steven

Jun 2015

ITPC-0477 SciQuest Maintenance for


FY15

Fin

Munds,
Amber

ITPC-0478 Prodagio (iCS) Upgrades


for FY15

Fin

ITPC-0479 HRFE and PARIS


Maintenance for FY15
ITPC-0481 Retiree Rehire Data into
EDW

Manda
tory?

In
Flight
Priority

231

Normal

Green

151

Normal

Jun 2015

Green

375

Normal

Branch,
Steven

Jun 2015

Green

398

Normal

HR

Gorrell, Cheri

Jun 2015

Green

9,087

Normal

HR

Williamson,
Tanya

Mar 2015

Green

546

Normal

ITPC-0482 Clarity 13.3 Upgrade

Tech

Fritchey, Daryl

Feb 2015

Green

60

Normal

ITPC-0484 Banner 8.6.x and Oracle


upgrade

Tech

Velazquez,
Robyn

Dec 2014

Green

6,678

Normal

ITPC-0485 Program Review Dashboard

BI PM

Williamson,
Tanya

Feb 2015

Green

113

Normal

Stu

Bossert, Peter

Jun 2015

Green

648

Normal

ITPC-0486 Financial Aid Regulatory


Changes for FY15

ETC

In Flight Priorities --Critical and High Priority Projects


8/14/14 9:38 AM
Project Name

ITPC-0375 - IAM Phase 1: Access


Assurance

Area

Manager

Finish

Health

Tech

Fritchey, Daryl

Dec
2016

Yellow

Description: During this phase, the University will be implementing


technology and modifying business processes to improve the
management of identity proofing, provisioning/de-provisioning,
and the enforcement of identity policies and procedures. By the
end of this phase, the University of Illinois will have an enterprisewide process for identity administration, as well as roles and
groups management. A process will be created to ensure the
mapping of one person to one identity. Finally, one of the goals of
this phase is also to deploy a University wide service that provides
current data about identities associated with the University. This
service will be accessible by downstream systems used for
access management and reporting.

ITPC-0375 - IAM Phase 2:


Siteminder and Federation

Tech

Fritchey, Daryl

Description: The main goal of this phase is to manage and


streamline the authentication, authorization, and identity
federation processes across the entire University. An effective
Access Management system will reduce the overhead and
simplify the integration of new applications and services with these
functions. By the end of this phase the University will be able to
streamline Ids used to access University services, introduce some
type of single or reduce logon service, and improve authentication
assurance levels. The University will also simplify its ability to
federate with internal and external service providers.
ITPC-0444: Finance Reports
Distribution

Fin

Fogarty, Lisa

Description: This project will build a reports distribution web


application that will be available for use by all campuses. Benefits
that will result from the implementation of our proposed solution
will be selective and role-appropriate access,improved ease of
use for information-consumers such as faculty members, PIs,
administrators, and business users, improved ease of access to
relevant financial information, and Improved efficiency in reports
distribution

ITPC-0463 Analysis for PPACA


Monitoring, Controlling, and
Reporting

HR

Kerber, Tony

Description: The goal of the project is to complete the analysis


that will lead to a solution for the monitoring, tracking and
reporting requirements associated with the Patient Protection and
Affordable Care Act (PPACA).

Status
As of:
8/1/14

Nov
2015
Status
As of:
8/1/14

May
2015
Status
As of:
7/30/14

Sep
2015
Status
As of:
8/7/14

ETC

26,071

Manda
tory?

In
Flight
Priority

Critical

Status: 8/1/14: Re-Reviewed One ID &


Password Use cases and functional
requirements, making some additions
that came about from stakeholder
reviews. Conflict ID Resolution work
continues. NetID Length Analysis
continues; we hope to have a summary
for the recommended length and
impact of change by the end of August.
We are in the process of documenting
the end state high-level requirements
for Password Expiration, hopefully to
be completed by late August. We are
also in the process of completing an
SMS Provider Evaluation. 4 providers,
including Duo, are being evaluated. An
evaluation report should be completed
by the end of August.
Red

3,500

Critical

Status: 8/1/14: The team is working


with CITES to integrate Shibboleth and
SiteMinder. They are also building a
work around solution for identity
mapping of the targets until midPoint is
installed and implemented. Other work
packages the team is working on
include installation of SiteScope
monitors and migrating uPortal
applications to SiteMinder.
Green

5,298

Critical

Status: Phase 1 for Operating and


General Ledger data marts, universes
and reports were released to
production on 6/24/14. Phase 2 will
include Payroll, Payroll Encumbrances
and Ledger Encumbrances data marts,
universes and reports. This is currently
in development. My Financial Reports
dashboard (MyFi) design is in
progress.
Green

582

Critical

Status: Analysis of the Ellucian ACA


tracking and monitoring has shown that
it may not be viable for all employee
populations due to how hours would
need to be tracked in Banner.
Work on functional requirements
continue .

ITPC-0465 START myResearch

Other

Lavender, AJ

Jul 2018

Green

72,801

Critical

In Flight Priorities --Critical and High Priority Projects


8/14/14 9:38 AM
Project Name

Area

Manager

Description: The University of Illinois is currently providing


research administration services on a campus by campus basis
with the software applications available (InfoEd, RISC, IBC Project
Registration, IACUC Registration) and supplemental manual
processing. The current business software environment is not
adequately fulfilling the administration, compliance, and regulatory
needs.
This project will address these needs by developing in-house
specific applications using the Kuali Coeus open-source code as
the foundation software for Research Support Software
development.

Finish

Status
As of:
8/4/14

Health

ETC

Manda
tory?

In
Flight
Priority

Status: A decision was made to not


move forward with using KC COI for
RNUA or FCOI. The team is creating
requirements and scope for building
our own application. Work has started
on KC Pre-Award. The team has
begun gap analysis, reviewing current
reports and data conversion analysis.
The team is in development of the
Portal 1.1 release.

This project will be funded and staffed separate from ITPC. The
primary beneficiaries of this project are faculty and staff
researchers.
ITPC-0469 Finance Reports
Distribution Role Application

Fin

Strate, Liz

Jul 2015

Description: This project will provide a system for managing role


assignment and access for the Finance Reports Distribution
System (ITPC-0444) . This project indirectly benefits faculty and
students as it is a critical component of the Finance Reports
Distribution System (FRDS). Once implemented, the FRDS will
reduce labor inefficiencies and make it much more convenient for
administrators, faculty members, PIs, and other staff to obtain and
consume financial information.

Status
As of:
8/4/14

AITS-0101 Status System

Dec
2014
Status
As of:
8/1/14

Tech

Coon, Jannah

Description: Develop a web-based application that will post status


notifications regarding planned and unplanned interruptions to
services and systems supported by AITS and CITES. It will
replace multiple existing systems. The new system will also
provide:
Push" notifications via RSS feeds and email
A history of updates.
An improved user interface for IT pros and end users as well as
support for CITES, AITS, and other campus units, and other
campuses to post updates via a shared namespace.

ITPC-0328 Contract Management


System

Fin

Branch, Steven

Description: The desired solution is to implement a contract


management application, which is a tool that would enable the
university to manage the entire contract lifecycle from contract
request, authoring, negotiation and approval. It is the intent that
the scope of this project will extend to all campuses and units that
engage in the development, authorization, review, regulatory filing
and archiving of all contracts authorized by the University.
ITPC-0375 IAM Program Activities,
Project Management, and
Communication

Tech

Fritchey, Daryl

Yellow

1,312

Critical

Status: RVM project team is working


with DBAs to set up a materialized
view for DS. This will allow the queries
behind the scenes to perform more
efficiently. The team is also working
through security provisioning, to create
automated processes, so that users
will not have to go thru a USC. RVM
coding has started.
Yellow

1,327

High

Status: Working on Release 3 of


System Status for Prodution in
October. This will include High Call
Notifications, changes to the done
button and email layout based on a
user exp. group, some additional
updates that were originally requested
as well as some minor bug fixes.
The infrastructure groups are working
together to implement Global Server
Load Balancing for System Status - do
not have an ETA. A VM machine has
been set up waiting for a permanent IP
address. - working with Tom Dawson
to get the VM on the correct VLAN
these changes went in on 7/2.

Sep
2015
Status
As of:
8/4/14

Dec
2016

Yellow

756

High

Status: Configuration Management


Meetings for ARC was held on 7/31,
CM2 meetings for CarLI will occur the
week of August 11.

Green

14,505

High

In Flight Priorities --Critical and High Priority Projects


8/14/14 9:38 AM
Project Name

Area

Manager

Description:

ITPC-0446 BO Desktop
Intelligence Standard Report
Conversion

Finish

Status
As of:
8/1/14

BI PM

Getty, Rick

Description: Due to the decommissioning of the Desktop


Intelligence tool in the Business Objects XI 4.0 release, all
Desktop Intelligence reports need to be either converted to
another reporting tool or decommissioned as part of this project.
This project will address the conversion or decommissioning of
over 700 standard reports. It is expected that approximately half
of these reports will be decommissioned.

Sep
2014
Status
As of:
8/4/14

Health

ETC

Manda
tory?

In
Flight
Priority

Status: 8/1/14: Re-planning effort


after product change to midPoint near
completion. We continue to update the
the schedule, prioritize work, evaluate
resource concerns, and look for
opportunities for adding/moving
resources to complete necessary
tasks. Working with UIS to finalize
target go-live date for OIDPW. Update
of Communication Plan complete.
Scheduling caffeine breaks for each
campus in progress.
Green

500

High

Status: All reports from Cycle 13 are in


test. We are expecting sign off on all
reports and for them to be deployed to
production on August 26. This will be
the final deployment. We will review to
determine if any additional clean up is
required.
The project is on track to be closed in
September.

ITPC-0458 Desktop Intelligence Ad


Hoc Report Conversion

BI PM

Selk, Jennifer

Description: This is a required conversion related to the Business


Objects XI 4 upgrade. If no action is taken, several thousand
users would be unable to access information needed to support
critical business functions across campuses, colleges and
departments. This is one project of a set of projects required to
continue providing reporting services to the University of Illinois.
The scope of this proposal includes training, supporting and
communicating to users as they convert their ad-hoc Desktop
Intelligence reports to Web Intelligence.

ITPC-0473 BOXI Upgrade


Implementation

BI PM

Getty, Rick

Description: The objective of this project is to implement the latest


version of Business Objects XI release 4.1. This is a major
upgrade requiring both Decision Support and AITS staff support,
as well as some functional office involvement.
Note: Business Objects XI release 4.2 is scheduled for release in
the spring. We will evaluate and determine if we will deploy that
version instead of 4.1.

Apr 2015
Status
As of:
7/31/14

Mar
2015
Status
As of:
8/1/14

Green

5,280

High

Status: The data analysis of BO Power


users by Campus, College and
Department will continue throughout
the life of the project. We took it a
step further and did some analysis on
the type of editor the users are using Deski, Webi, both or neither. The team
has identified users to contact and
contact has begun. They will continue
to contact users and offer our
assistance.
Green

2,823

High

Status: Deployment has been


rescheduled to March, 2015.
Communications plans have been
updated to account for the change.
Team is working on configuration in
Dev and QA environments. The
consultant engagement will start in
August to assist with configuration and
deployment planning. The updated
Remote Agent has been received from
the vendor. It is installed and initial
testing has begun.




Project management lifecycle package

This document outlines a shared project


management methodology for the central IT
organizations of the University of Illinois. It
was produced as a collaboration between IT
project manager leaders within ACCC, AITS,
CITES, BIS, and ITS. A consistent project
management methodology, developed,
endorsed, and used by central IT
organizations will improve predictability,
understanding, and performance of our
project initiatives.

IT Project
Management
Lifecycle

Amber Munds, Brad Neavear, Cynthia Cobb,


Mark Goedert, Maureen Hoover

Central IT PMLC
Fall 2012 | Page 1 of 15

Introduction
This document outlines a shared project management methodology for the central IT organizations of the
University of Illinois. It was produced as a collaboration between IT project manager leaders within ACCC,
AITS, CITES, BIS, and ITS. A consistent project management methodology, developed, endorsed, and used
by central IT organizations will improve predictability, understanding, and performance of our project
initiatives.
The project management methodology outlined is based on the Project Management Institutes approved
standards that are accepted and utilized widely by the project management community in both business and
education. The goal of the project management methodology is to provide a consistent approach to project
management that improves project predictability, project communications, and overall project performance
across the University.
This methodology provides a minimal framework to assist project managers, as well as managers functioning
as project managers, in the planning and execution of projects. Additionally, the methodology provides a
repeatable and documented process for use in communicating a roadmap for both project team members and
management.
In addition to the project management methodology, supporting product development processes are required
for the project management processes to be highly effective. While product development processes are an
essential and integrated part of successful project execution, this document does not address the product
development processes.

Project Methodology
Project Management Methodology
Planning

Execution, Monitoring, and Controlling

Originating
Initiating

Product / Service Development Methodology

Closing

For instance: Waterfall Software Development Lifecycle (SDLC), RAD, Agile, Standard
Network Upgrade Process, Shared Service Pilot and Offering Method, OOB Software
Installation, etc ...

Recommendations:

The project management process outlined is used on all projects. This includes projects that are
led by staff that do not have the title of Project Manager.
Training is provided to Project Managers, Line Managers, and other staff who lead and request
projects.
Each group is responsible for developing and documenting their specific product development
methodologies.
Senior leadership will support both the project management and product development
methodologies as the approved way for successful project execution.
Projects will not begin until they have been through the project origination process outlined in
this document.

Central IT PMLC
Fall 2012 | Page 2 of 15

The person filling the role of the Project Manager does not fill an additional role on the project
such as business analyst, technical lead, developer, or tester. Exceptions may be made for an
extremely lean team or small projects.
The Central IT PMLC group will meet on a regular basis to continually improve and develop the
PMLC. In addition, this group will establish metrics, measure progress, incorporate feedback,
and plan next steps for the adoption of a more mature process.

Project definition and levels


Projects
A project is defined as an effort to create or modify a specific product or service. Projects are temporary
work efforts with a clear beginning and end. Projects can be completely contained within a specific unit or
department, or include other organizations and vendors.
A work effort may be considered a project if it meets the criteria established by the organization. Example
criteria are provided below:

The project is estimated to take over 250 hours. (each organization can define what they believe is a
project)
The project is estimated to take longer than six months.
The project or probable solution is considered to be complicated.
o The project involves unfamiliar technologies, new products, or unique solutions.
o The project will involve more than one department, or multiple units within the
organization.
o The project has dependencies to other projects or vendors.
The project has a high impact to other users, or impacts a large number of users.
The project is considered to be a high profile project for the department.
The project must be delivered within a short or specific timeline.

Service Request / Work Request


If a work effort is under 250 hours and does not have any of the critical project factors listed above, the
effort can be considered a Service or Work Request. These efforts are not required to go through the
origination phase or follow the project management methodology. We recommend that the following
information is tracked for each service request or work request:

Brief description
Requestor
Work effort estimate
Target completion date
Owner
Start date

Central IT PMLC
Fall 2012 | Page 3 of 15

Origination
The goal of the Origination Phase is to ensure that the projects in an organizations portfolio are aligned with
its strategic goals and to control and prioritize projects coming into an organization. Main activities include
turning an idea into a proposal, approval, prioritization, and scheduling a project. While the Project Manager
has limited involvement in this phase, this process must be in place in order to have effective project
management within an organization.

Project idea

Review and
approve
proposal

Develop
project
proposal

Prioritize
project

Activity

Description

Inputs

Outputs

Owner

Develop
formal project
proposal

The Project Sponsor will


create a formal project
proposal that includes:
description of the work,
business case, alternatives
considered, impact of not
doing the work, initial
estimate of resources and
schedule, and strategic
match.

Project idea

Project
proposal

Project
Sponsor

Review and
approve
proposal

The project proposal is


reviewed by the appropriate
organizations committee
and approved or rejected.

Project
proposal

Approved
project
proposal

Organizations
governance
group

Prioritize
project

Approved project
proposals are prioritized
and put into the pipeline
for scheduling and PM
assignment. The full
pipeline of projects is reprioritized on a regular
basis.

Approved
project
proposal

Prioritized and
approved
project

Organizations
governance
group

Schedule
project and
assign PM

Projects in the pipeline are


assigned a tentative start
date and project manager
by the Lead PM or PMO.
This assignment takes into
account the following:

Prioritized and
approved
project

Tentative start
date for project

PM Lead /
PMO

Schedules for in-flight


projects
Priority of to-bescheduled projects
Resource demands
Skill of the Project
Manager

Existing
project status

Organizations
strategic plan

Project
pipeline

Resource
allocation and
demand

Tentative PM
assignment

Schedule
project and
assign
Project
Manager
Notes and Resources

Central IT PMLC
Fall 2012 | Page 4 of 15

Initiation
The purpose of the Initiation Phase is to develop the Project Charter to formalize project goals and
deliverables, identify project participants, and establish roles and responsibilities.

Approved
project proposal

Gather
information

Set up
project
Establish project
tracking system and
project collaboration
space

Meet with sponsor, host


discovery meetings, and
other information gathering
activities as needed with
select clients, vendors,
technical experts, etc

Draft
charter
Includes: Scope,
processes, impacts,
risks, estimated costs,
resources

Approve
charter

Hold
kickoff
meeting

Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Set up project

During project setup, the


Project Manager establishes
the tools needed to manage
the project. This should
include a collaboration
space for storing project
documents and project
tracking system for
managing project schedule,
resources, and estimates.

Project
proposal

Collaboration
space set up

Project
Manager

See your departmental PM


lead or PMO for
information on setting up
your collaboration space
and project tracking
system.

The purpose of
information gathering is to
confirm understanding of
the project scope, identify
project team members,
identify impacts, define
measures of success,
identify risks and plan for
contingencies.

Project
proposal

Project
Manager and
Project
Sponsor

It is helpful for the IT team


to meet first to discuss the
information that has been
gathered to date regarding
the business needs and
objectives to be
accomplished by the
project

Information
gathering

Project
tracking system
set up

Data for the


project charter

It is also important for the


project manager to meet
with the project sponsor
early on in this process to
confirm understanding of
the project scope, risks, and
timeline.
Discovery meetings
provide a forum for project
participants and customers
to share their thoughts and
opinions. Discovery
meetings bring all the
participants together,
introduce them to the
project, and give team
members a forum for
voicing their opinions early
on in the process.

Central IT PMLC
Fall 2012 | Page 5 of 15
Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Draft charter

The project charter acts to


define a number of key
project elements including
a project description, scope
definition, and
role/responsibility
definition. The
documentation and review
of these key project
elements at the beginning
of the project helps to
avoid misunderstandings or
confusion later and sets a
baseline for high-level
expectations.

Project
proposal

Project charter

Project
Manager and
Project
Sponsor

A template for a project


charter is available.

Approved
project charter

Project
Manager and
Project
Sponsor

Project Sponsors approval


may be obtained by email

Information
gathering
activities

The following are


components of and are
defined in the University of
Illinois IT Project Charter:
Project scope
Work and project
processes (includes
change management
process)
Risks
Contingencies
Impacts, dependencies,
& assumptions
Preliminary estimates
Project team members
Get approval

Once the project charter


has been drafted, reviewed,
and revised, it should be
approved by the project
manager and the project
sponsor.

Draft of
project charter

Central IT PMLC
Fall 2012 | Page 6 of 15
Activity

Description

Inputs

Hold Kick off

The main goal of the


project kick-off meeting is
to: familiarize the project
team with the project,
review the project charter,
review the change
management and receive
buy-in from all project
participants. Future
meeting schedules will be
discussed and defined and
meeting minutes will be
documented.

Approved
project charter

For large or high risk


projects there will be
enhanced requirements
regarding project
monitoring and control.
The procedures should be
reviewed at the project
kick-off meeting so there is
an understanding of these
requirements as well.

Information
gathering
activities

Outputs

Owner

Notes and Resources

Project
Manager

A PowerPoint template for


a project kickoff meeting is
available.

Central IT PMLC
Fall 2012 | Page 7 of 15

Planning
The Planning Phase is critical to a projects success. A well thought-out project plan provides clear direction
and understanding of team members contributions to the success of the project.
The planning phase answers the following questions:

How will the work be accomplished?


Who will perform the work?
What, exactly, is the work to be done?
When will the work be done?

In the Planning Phase, the Project Manager and project leads work with the team to create the
Communication Plan, the initial Work Breakdown Structure (WBS), and Project Schedule which includes
tasks, time, resources, and effort estimates for the project. The Project Schedule is progressively elaborated
until all relevant areas of the chartered project have been addressed.

Analyze
stakeholders

Plan
communication
Create initial project
schedule:
Create initial
Work Breakdown
Structure (WBS)

Identify tasks
Assign resources to tasks
Allocate estimates
Create schedule

Start
requirements
Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Identify and
analyze
stakeholders

Work with key project team


members, customers, and
project sponsor to identify
stakeholders and their
expectations.

Project charter

Stakeholder
worksheet (not
for
distribution)

Project
Manager

By using this information,


you can drive your meeting
schedules, communication
plan, and pother points of
contact to ensure
stakeholder communication
needs are met. A
stakeholder analysis
worksheet is available.

Central IT PMLC
Fall 2012 | Page 8 of 15
Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Create
communication
plan

The project
communication plan is
created by the project team
early in the project to
indicate their agreement on
how the team will
communicate important
information during the
project such as: status,
meetings, issues,
deliverables access, and
design/ document reviews.
This plan also includes
important communications
to stakeholders and folks
that are not part of the
project team. Some of the
topics that should be
considered for these types
of updates are: executive
briefing sheets, web site
updates, press releases, how
to react to newspaper
articles, roll out plans, and
presentations to the
community.

Project charter

Communicatio
n plan

Project
Manager

When developing the


communication plan,
determine what
information each group
would like to know. There
will likely be overlap, but
assess knowledge, skills and
abilities as they relate to the
project and its end
products to determine what
and when to communicate.
It is ok to ask stakeholders
about communication
preferences during the
information gathering
activities.

Stakeholder
analysis

It is a good idea to add


these planned
communications into the
project schedule as they are
just as important as the
development of the other
deliverables.
Large projects may require
a separate communications
team that facilitates the
stakeholder analysis, plans
communication, and
executes those plans.

Central IT PMLC
Fall 2012 | Page 9 of 15
Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Work
Breakdown
Structure (WBS)

A Work Breakdown
Structure, or WBS, is a
hierarchical organization of
high level activities that
must be done to complete
the work of the project.

Project charter
and scope

Work
Breakdown
Structure
(WBS) diagram

Project
Manager

A WBS enables the project


team to verify that all areas
of the project are identified
that are necessary to
achieve the objectives and
measures of success. This
information is then used to
develop the project
schedule. A template for
the WBS is available to use
as a starting point.

High level
requirements
Information
gathering
activities

A WBS may be developed


in a number of ways: 1) it
can be developed by
copying a WBS from a
similar project and revising
it with key team members,
2) it can be developed using
an organization provided
template as a starting point,
or 3) it can be developed
from scratch with the
project team by using a
brainstorming technique.
Typically a WBS is
presented in graphical form
and is used as the basis for
the full project schedule.
Start
Requirements

High level requirements


gathering may be started
during the planning phase.
This initial information can
increase the quality of the
initial version of the WBS
and project schedule.

Project charter
Information
gathering
activities

Draft of high
level
requirements

Business
Analyst

Please consult with your


PM Lead or PMO for your
organizations requirements
document template.

Central IT PMLC
Fall 2012 | Page 10 of 15
Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Create Project
Schedule

Creating the project


schedule provides a
roadmap for effective
project planning and
execution, and becomes a
tool for monitoring
progress throughout the
project. The project
schedule documents the
project tasks, deliverables,
milestones, schedule,
participants and budget and
should facilitate
communication among
project stakeholders. The
project schedule is a living
document that will be
consulted and modified
throughout the life of the
project as factors within
and outside the project
affect the project elements.

Project charter

Project
schedule

Project
Manager

Task identification and


organization: Using the
WBS and previously
identified requirements,
identify all of the tasks
required to complete the
project. It is best to have
project team members
identify these tasks, as well
as identifying known
dependencies between
tasks.

Project
communication
plan
Work
Breakdown
Structure
High level
requirements

Assigning resources to
tasks: Identify the project
participants and assign
these resources or roles to
the project tasks identified
in the project schedule. As
early as possible, project
managers should consult
with the respective team
leads to identify resources
assigned to the project.
Ideally, resources should be
identified prior to the
project kick-off meeting, in
the initiation phase, so that
they may participate and
provide input early in the
project. The availability of
additional resources may
translate into a shortened
project schedule.
Conversely, scarce
resources may extend the
project schedule. If there
are dates in the project
schedule that are
immovable, then resources
must be allocated to meet
the required schedule. In
the absence of hard
scheduling requirements,
the project manager should
adjust the project schedule
to fit the resources
available.
Estimating effort for tasks:
Once the project schedule
is defined, the project team
must estimate the effort
needed to perform the
tasks identified. Usually
there will already be a
higher-level estimate that
has been prepared as part
of the project proposal.
While this estimate may be
used as a reference, it
should not be the basis for

Central IT PMLC
Fall 2012 | Page 11 of 15
Activity

Description

Inputs

Outputs

Owner

Notes and Resources


the estimates in the project
plan. The Project Manager
should develop the task
effort estimates based on
the teams knowledge of
the project requirements,
prior experience, and the
advice of others on the
project team and in the
department. It is best to
get estimates from the team
members that will be doing
the work.
Scheduling: Once the tasks
have been defined and the
required effort has been
estimated, the Project
Manager will create the
project schedule. The
project schedule is
developed by determining
target start and completion
dates for the tasks and
deliverables in the project
plan. Often, the Project
Manager will identify key
milestones for project
deliverables or important
project events within the
project schedule.
Baselining: Once a project
schedule is reviewed and
approved by the team and
project sponsor, it can be
baselined. Baselining a
project freezes the project
schedule so that
comparisons between
actual performance and
expected performance can
be made and the project
can be adjusted
accordingly.

Central IT PMLC
Fall 2012 | Page 12 of 15

Executing, Monitoring, and Controlling


The executing, monitoring, and controlling phases of the project management lifecycle consists of completing
and managing the work required to meet the project objectives. This phase also ensures that the project
performance is monitored and adjustments to the project schedule are made as needed.

Gather
project status
updates
Execute and
revise
communication
plan

Manage and
track
decisions
Monitor and
control project
Facilitate
project
change
management

Execute and
revise project
schedule
Monitor and
manage risks
and issues

.
Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Manage and
track decisions

The Project Manager is


responsible for ensuring
that decisions that need to
be made are made before
they impact the project and
that the decisions are
placed in the repository of
record for future reference.
This is especially important
for projects that have a
long duration or high
turnover as this mitigates
the likelihood of rehashing
decisions that were made
early in the project. When
a decision is recorded the
following information is
recommended: Date of
decision, description of
trigger and final decision
made by the project team.

Discussion from
project team

Project
decision
tracking log

Project
Manager

Maintaining a decision
tracking log is an optional
activity. A sample decision
log is available.

Decision

Central IT PMLC
Fall 2012 | Page 13 of 15
Activity

Description

Inputs

Outputs

Owner

Notes and Resources

Project change
management

The project charter defines


the project change
management process that
will be used to manage
significant changes to the
project scope, budget, or
schedule. During the
monitoring and controlling
phase, this process must be
executed.

Project charter

Project change
requests

Project
Manager and
Project
Sponsor

A sample change request


form is available.

Approved
project
changes
Resulting
project
schedule
changes
List of items to
be transitioned
after project
closes

Execute and
revise
communication
plan

Execute and
revise project
schedule

Monitor and
manage risks and
issues

The various forums and


communication
mechanisms identified in
the communication plan
continue to be performed
as the project progresses.
As the project moves into
new phases, additional
types of communication
activities may become
necessary and activities
previously done may need
to evolve or be eliminated
as participants change or
the project focus shifts.

Project
communication
plan

Keep the project schedule


updated by obtaining status
on project tasks and
updating those tasks in the
project schedule. The
project schedule should be
monitored and updated
regularly.

Task status

An initial list of risks and


management approaches
are identified in the project
charter. The project
manager must monitor the
risk list, identify any that
have become issues, and
implement the contingency
plan identified in the
project charter.

Project charter
(risks section)

Project
communicatio
n log (optional)
Resulting
project
communicatio
n plan changes

Issues

Project
Manager
or
Communicatio
ns Lead

Updated
project
schedule

Project
Manager

Discuss and communicate


any changes to the project
schedule with the team. If
the changes result in delay,
or new risks to the project,
notify the project sponsor
and stakeholders as early as
possible.

Implemented
contingency
plan

Project
Manager

A sample risk and issues


log is available

Approved
change requests
Decisions

Central IT PMLC
Fall 2012 | Page 14 of 15

Closing
A project life cycle incorporates everything from the Panning Phase to the Closing Phase needed to complete
the project. The purpose of the Closing Phase is to confirm completion of project deliverables to the
satisfaction of the project sponsor, and to communicate final project disposition and status to all participants
and stakeholders. The project closure period also reviews the successes and challenges of the project for
future reference.

Gather
lessons
learned

Handoff
product
To support, to
service manager/
owner, to clients,
etc

Address and
transfer
ownership
of open
items

Hold
project
closing
meeting

Release
team

Organize and
store final
documentation

Activity

Description

Inputs

Outputs

Owner

Gather lessons
learned

Meet with project team to


discuss and identify problems
and successes during the
phases of the project

Notes, project
documents

Lessons
Learned

Project
Manager

Handoff
product to
support, to
service
manager /
owner, or to
the client

Identify products or services


to be transitioned and agree
upon a handoff process and
acceptance criteria.

Project
deliverables
such as source
code, training
documents,
access to the
system, etc

Acceptance of
work and
transfer of
responsibility

Project
Manager

A transition plan document


is available.

Address and
transfer
ownership of
open items

The project manager will


identify all open items and
develop the acceptance
criteria for all deliverables

List of items to
be transitioned
after close

Transfer of
ownership

Project
Manager

A transition plan document


is available.

Conduct
Closing
Meetings

Conducting the project


closing meeting will allow the
project team and the
customer project participants
and leadership to gather one
last time to ensure that there
are no outstanding issues or
work. This will also provide
a forum to review lessons
learned throughout the
project. The closing
meeting also serves as the
formal release of the project
team.

Lessons
learned

Project
Manager

The closing meeting


agenda should include: 1)
outstanding items 2)
project performance
against budget, schedule,
and scope 3)lessons learned
4) other topics as needed.

Once the project is closed,


organize and store the
project artifacts and
deliverables in your
organizations project
archive.

Project
artifacts,

Project
Manager

Check with your PM Lead


or PMO on the correct
process for archiving your
project materials.

Organize and
store final
documentation

Closing
meeting
agenda
Project
charter

Notes and Resources

Requirements
Project
schedule

Product and
service
deliverables

Project archive

Central IT PMLC
Fall 2012 | Page 15 of 15

Recommended artifacts by phase


Project phase

Required

Origination

Project proposal: A project proposal includes: description of


the work, business case, alternatives considered, impact of not
doing the work, initial estimate of resources and schedule, and
strategic match. (Page 1)

Initiation

Project charter: The project charter acts to define a number


of key project elements including a project description, scope
definition, and role/responsibility definition.(Page 4)

Highly recommended

Kickoff presentation: A PowerPoint presentation


that can be used to review the main sections of the
project charter and communication plan during the
kickoff meeting. (Page 18)
Team roles description: A description of typical
roles on a project team that can be customized for a
specific project. (Page 25)

Planning

Communication plan: The Project Communication plan is


created by the project team early in project to indicate their
agreement on how the team will communicate important
information during the project - status, meetings, issues,
deliverables access, and design/ document reviews. It is
recommended that this plan is completed early enough to be
included for review at the Project Kick-off Meeting. (Page 11)
WBS and project schedule: A Work Breakdown Structure,
or WBS, is a hierarchical organization of high level activities
that must be done to complete the work of the project. The
project schedule documents the project tasks, deliverables,
milestones, schedule, participants and budget and should
facilitate communication among project stakeholders. The
project schedule is a living document that will be consulted
and modified throughout the life of the project as factors
within and outside the project. (Page 14)

Executing,
Monitoring, and
Controlling

Project stakeholder analysis worksheet: A


worksheet to be used by the project manager to ensure
all important stakeholders as assessed prior to
completing the communication plan. This document
should not be distributed.(Page 27)
High level requirements: Please consult with your
PM Lead or PMO for your organizations
requirements document template.

Action items tracking workbook: A MS Excel workbook


with some battle-tested fields for tracking project action items.
(Page 16)

Decision log: A MS Excel workbook that helps with


the tracking and record keeping of decisions for a
project. (Page 28)

Project status: This is a project status that can be used to


communicate status to stakeholders and executives. While this
status may take different forms, a high level project status
sheet is provided (Page 17)

Status meeting agenda: A standard agenda with


sections for supporting materials that can be used for
project status meetings. (Page 29)
Project change request form: A MS Excel
workbook for recording change request information.
(Page 30)
Project change request log: A simple MS Excel
workbook for tracking the status of submitted change
requests. (Page 32)
Risk log: A MS Excel workbook that helps with the
tracking and management of project risks. (Page 33)
Issue log: A MS Excel workbook that helps with the
tracking and resolution of project issues. (Page 34)

Closing

Transition plan: A document to help transition open


tasks and the project product to the appropriate
service managers, owners, or support team. (Page 35)

Project Proposal
Date|Page 1 of 3

Project Proposal

Project Proposal No: ####

1) Project Details
Project Name:
Departments/Campuses affected by the project:
Date Submitted:

2) Project Sponsor(s)
Name:
Campus:

Email:
Department:

Name:
Campus:

Email:
Department:

3) Project Description (what you want to do)


Provide a simple, high-level description of the project that clearly states the overall business
goal of the initiative. If the description is highly technical or utilizes acronyms, please
provide a one paragraph summary in laymans terms of the project.
4) Project Justification (why you want to do this)
A simple, high-level description of the benefits the project will achieve (generally a
paragraph or less).
A. What measures will you put in place to determine whether this project was a success?
Add text here.
B. To the extent that you have information on specific benefits of performing this project,
please summarize them below. This might include items such as costs savings or
service improvements. Include the types and numbers of affected customers.
Add text here
C. Does this project support a University, Campus, or Department strategic plan?
Add text here

IT PMLC v1, Fall 2012

Project Proposal
Date|Page 2 of 3

5) Alternatives Considered (include the impact of no action)


Add text here.
6) Timeline
Add text here. Estimate duration in months/weeks of how long it would take to complete
this project. Are there business milestones or dependencies that have an effect on when this
project should be implemented?
7) Resource Requirements
To the best of your ability, estimate the costs of this project in material costs and labor hours for
both initial outlay and recurring maintenance.
Estimated labor hours:
Estimated material costs:
Labor
Resource Type
(Role)

Department/Campus

Estimated
Hours

Description of Work

Total Hours:
Other Costs
Cost Type

One-Time Cost

Recurring Cost per


Year

Sum:
Total Cost:

IT PMLC v1, Fall 2012

Explanation

Project Proposal
Date|Page 3 of 3

APPENDIX 1 - Project Approval Information


Project Name:

Project ID#:

Proposed By:
Subcommittee:

Sponsor:
Date of Review:

Recommendation
This proposal is approved without reservation.
Highest priority Critical and urgent; greatest impact overall or best value improvement

Moderate priority Important and valuable; Impact is limited or implementation costs unclear

Low priority Useful, but of limited applicable value or narrow utility

This proposal is approved with these questions or concerns:

This proposal is not approved, for these reasons:

IT PMLC v1, Fall 2012

[Project Name] Project Charter


Date|Page 1 of 7

[PROJECT NAME] Project Charter


Prepared by: [Project Manager]

Purpose of the Project Charter


The purpose of the Project Charter is to identify and record all of the necessary information needed to
launch and complete the project.

Project Name
Enter the official name of the project. This should be the name used in all project documentation.

Project Sponsor
Enter the name of the Business Sponsor(s) as well as the department and campus they represent. This
may be copied from the project proposal.

Project Scope
Project Description
This section presents a high-level look of the project that captures its intended outcome and deliverables.
It should include information on how it ties to the organizations strategic initiatives, if applicable. This
may be copied from the project proposal.

Preliminary Understanding of Business Need


This section contains a high level statement of the business need being addressed by this project. It also
includes information about predetermined data needs and any specific problem or project justification
statements. This may be copied from the project proposal.

Project Deliverables and Objectives


This is a high level statement of what will be delivered as a result of this project. It should be understood
by all that this may change as a result of analysis.
Objective

Owner

Measure of Success

Desired deliverable or outcome.

Indiviual responsible.

Metric used to determine if the


desired deliverable or outcome
is achived.

Additoinal deliverable or
outcome.

IT PMLC v1, Fall 2012

[Project Name] Project Charter


Date|Page 2 of 7

Project high level deliverables


In Scope
This section lists the items that are to be included in this project.

Example item 1 (replace with your own item).


Example item 2 (replace with your own item).

Out of Scope
This section lists the items that are not included in this project.

Example item 1 (replace with your own item).


Example item 2 (replace with your own item).

Work and Project Process Description


Preliminary Description of Work
This is a high level statement of the work that is required to complete this project.
This is your overview and first thoughts on what the Work Breakdown Structure (WBS) may look like.
Indicate what big tasks will need to happen and in what order. For instance: Are you going to have an
extensive requirements gathering process with focus groups first? Are you going to iteratively design
the solution? What testing process will you go through? Requirements first, then divide work into 4
week phases, if required.

Project Processes
This section describes the project oriented processes that will be performed. This includes items such asdocument storage locations, meetings, status reports, issue tracking, time entry, etc. Think about the
following questions:

What will you use for project planning, tracking, and time reporting? Examples include: Clarity,
BaseCamp, and MS Project.
Where will you store project materials, documentation and artifacts? Examples include: Wiki,
sharepoint, file shares, box
Document other processes to consider such as: Status Reporting, Sponsor Meetings, Etc, Issue
Tracking, Time Entry, Communications (if not in a separate Communication Plan) etc.

IT PMLC v1, Fall 2012

[Project Name] Project Charter


Date|Page 3 of 7

Change Management
Document the change management process here. A sample process for your reference is documented
below.
Once the project charter is approved and the project planning is underway, all changes to project scope
and any significant changes to project budget and schedule must go through the change management
process:
1.
2.
3.
4.

Change Request form completed in SharePoint or information sent to project manager.


Project manager enters data into Change Request tracking system within SharePoint.
Project manager works with project team members to assess impact on budget and schedule.
Project manager consults with sponsor and either approves or denies the change request.

IT PMLC v1, Fall 2012

[Project Name] Project Charter


Date|Page 4 of 7

Known Risks
Risk

Risk Description

Impact low, medium,


high and note what is
impacted (budget,
schedule, scope)

Likelihood of
Occurrence

IT PMLC v1, Fall 2012

Mitigation and Contingency Plan

Owner and Trigger

[Project Name] Project Charter


Date|Page 5 of 7

Impact and Dependencies and Assumptions


Impact:
List any systems or interfaces impacted by this project.
Dependencies:
List any dependencies for this project. This could include hardware, software, and other project or
resource dependencies, RFP/Purchasing processes, other processes, external vendors, external groups,
testing resources etc.
Assumptions
List assumptions being made that impact this project. Include major assumptions about the timeline
(that we can wait to start this, or that it has to be done before Fall), Resource availability (that the
required resources will be made available to the project), costs that the department will pay for
materials or licenses, and departmentally provisioned resources for this project. Assumptions are items
that if changed will impact the budget, timeline, or scope of this project.

Initial Project Team


The project team is identified below. Those identified as the lead will be responsible for reporting the
status for their area of responsibility. The table below has sample data for your refrence; please add
your own roles as needed.
Role
Project Sponsor
Stakeholder Committee

Resource
Name of individual.
Name of all individuals in
stakeholder group.

Responsibility
Provide direction for project
Provide feedback from their unit

Project Manager
Application Support

Name of individual.
Name of individual. (lead)
Name of individual.
Name of individual or
individuals.
Name of individual. (lead)
Name of individual.

Lead team in completion of project tasks


Upgrade the application and infrastructure

Deployment

Name of individual or
individuals.

Coordinating the rollout of the upgrade

Testing
Functional Admin
Testing

Name of individual.
Name of individual or
individuals.

Testing the functionality of the application


Initial testing of application and learning
the upgrade process

Database
Reporting

IT PMLC v1, Fall 2012

Upgrade of the database and any database


tasks during the project
Transition of reporting

[Project Name] Project Charter


Date|Page 6 of 7

Preliminary Estimate of Project Size


This is the initial estimate that is based upon the project proposal. List all hours, by area, estimated for
this project. This may be copied from the project proposal. However, this estimate should be the best
guess at the time of filling out the charter & may not necessarily match what is listed in the project
proposal. Detailed estimates will be coming at a later date from the project plan. The table below is
provided with sample data; please modify the data below to fit your project.

Task \ Resource

IT

Other Vendor
Dept

Totals

Project Administration
Gather Requirements
Research Alternatives
Process RFP
Develop Application
Test Application
Document Application
Train Staff
Communicate Changes
Deploy Application
Post-Implementation
Annual Maintenance per year
Total Project Hours

40

10

10

60

40

30

30

100
-

100

20

60

180

30

10

30

70

10

10

25

18

10

50

25

80

20

20

45
-

302

89

197

588

Preliminary Cost Benefit Analysis


This is high-level information about the benefit that this project will bring. This might include items such
as costs savings or service improvements. This may be copied from the project proposal.

IT PMLC v1, Fall 2012

[Project Name] Project Charter


Date|Page 7 of 7

Agreement
The following section outlines the individuals needed for review and approval of the project charter. If a
response is not received by the review date indicated we will assume the individual has reviewed and
accepted the project charter as written.
Role

Name

Approve or Review

Project Sponsor

Name of individual.

Approve

Project Manager

Name of individual.

Review

Review Date

Revision History
Date

Version

Description

Author

29 November 2010

0.5

Initial Creation

Name of individual.

IT PMLC v1, Fall 2012

[PROJECT NAME] Communication Plan


Date|Page 1 of 3

[PROJECT NAME] Communication Plan


Prepared by: [Project Manager]
The Project Communication plan is created by the project team early in project to indicate their agreement on how the team will communicate
important information during the project - status, meetings, issues, deliverables access, and design/ document reviews. It is recommended that this
plan is completed early enough to be included for review at the Project Kick-off Meeting. The following is a list of communication activities to
consider. Please do not limit your list to these examples.
What

Who / Target

Purpose

When / Frequency

Type / Method

Discovery Meeting

All stakeholders.

The main goal of this meeting is to


At the start of the Project
identify all stakeholders and provide a
Initiation phase.
forum for all project team members to
discuss schedule, scope, team, and other
issues.

Meeting.

Project Kick-off
Meeting

All stakeholders.

The main goal of the project kick-off


At the end of the Project
meeting is to familiarize the project
Initiation phase.
team with the project, review the
project charter and receive buy-in from
all project participants. Future meeting
schedules will be defined and discussed
and meeting minutes will be
documented.

Meeting.

Communication To
Campus Application
Users

Users of application

Inform users of the changes to the


existing application

Two weeks before


implementation;
Two days before
implementation

Targeted email communication to users

General information
to campus about
upcoming changes

Campus

Communicate general information to


campus about coming changes

Two months before


implementation about
changes;
Two weeks update about
changes;
Two days before
implementation

MassMail to campus

Use Case Examples

Users of application

Communicate the changes in processes


or functionality demonstrated through
Use Cases

IT PMLC v1, Fall 2012

Date
complete

[PROJECT NAME] Communication Plan


Date|Page 2 of 3
What

Who / Target

Purpose

When / Frequency

Type / Method

FAQ

Users of application;
Campus

Document and communicate Frequently Two months before


Asked Questions about the application implementation;
changes
Updated bi-weekly as new
questions are received that

Web Page

Press Release

University Paper

Communicate general information to


campus about coming changes

Two months before


implementation

Paper

Team Status Meeting Entire Project Team.

To review detailed plans:


Tasks, Assignments, Action items,
Change Requests

Regularly Scheduled. Weekly Meeting with standardized agenda and


is recommended for entire
minutes.
team. Weekly or twice-weekly
for sub-teams as appropriate.

Sub team working


meetings or
discussions

Individual meetings for


sub-teams, technical
team, and Functional
teams as appropriate.

To discuss specific topics, resolve issues


as a group, or work on shared tasks.

As needed.

Sponsor Meetings

Sponsor(s) and Project


Manager

Update Sponsor(s) on status and discuss Regularly scheduled.


critical issues. Seek approval for changes Recommended biweekly or
to Project Plan.
monthly and also as needed
when issues cannot be
resolved or changes need to
be made to Project Plan

Executive Oversight
Executive Sponsor(s) and Update Sponsor(s) on status and discuss
or Steering
Project Manager
critical issues. Seek approval for changes
Committee Meetings
to Project Plan.
(this may apply only
to larger projects)

Regularly scheduled.
Recommended monthly or
quarterly. As needed when
issues cannot be resolved or
changes need to be made to
Project Plan.

Meeting with standardized agenda and


minutes.

Meeting.

Meeting with standard reporting


package.

Project Closing
Meeting

Project Manager, Project Conducting the post project review


End of project or end of major Meeting with standardized agenda and
team, key stakeholders, meeting will allow the project team and phase
minutes.
and sponsor(s)
the customer project participants and
leadership to gather one last time to
ensure that there are no outstanding
issues or work. This will also provide a
forum to review lessons learned
throughout the project.

Periodic Demos and

Specific Focus Groups or

To gain input from specific groups and

As needed to demonstrate

IT PMLC v1, Fall 2012

Presentation and Discussion

Date
complete

[PROJECT NAME] Communication Plan


Date|Page 3 of 3
What

Who / Target

Purpose

When / Frequency

Target Presentations

End Users.

keep them informed of the Projects


status.

functionality and receive


feedback in a timely manner

Other

TBD by the team.

General communications.

As needed.

IT PMLC v1, Fall 2012

Type / Method

Date
complete

ID

Milestone

Task Name

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35

No
No
No
Yes
Yes
Yes
Yes
No
No
No
No
No
No
No
No
No
No
No
Yes
Yes
No
No
No
No
No
No
No
No
No
No
Yes
Yes
No
Yes
No

[[Project Name]]
Project Management
Initiation
Information gathering
Communication plan complete
Project charter complete
Project kick-off meeting complete
Planning
Stakeholder analysis
Hold stakeholder meetings and gather requirements
Complete stakeholder analysis worksheet
Create WBS
Create Communication Plan
Create project schedule
Define tasks
Estimate time for each task
Assign resources for each task
Assemble project schedule
Review and finalize project schedule with team
Project schedule complete
Project planning complete
Monitor and Control
Prep and conduct project status meetings
Execute and revise communication plan
Execute and revise project schedule
Monitor risks
Manage issues
Manage project changes to scope / budget/ schedule
Manage decisions / decision log
Close
Gather Lessons Learned
Handoff products to Support / Service / Client etc.
Address / transfer ownership of open items
Conduct Project Closing Meeting
Release project team / send out closing notification

Project: PMLC-SDLC Project Plan Tem


Date: Tue 9/11/12

28, '09
T W

Oct 5, '09
M T W

Task

External Milestone

Manual Summary Rollup

Split

Inactive Task

Manual Summary

Milestone

Inactive Milestone

Start-only

Summary

Inactive Summary

Finish-only

Project Summary

Manual Task

Progress

External Tasks

Duration-only

Deadline

Page 1

Oct 12, '09


M T W

ID

Milestone

36
37
38
39

Yes
Yes
Yes
No

Task Name

28, '09
T W

Organize and Store Final Project Documentation


Provide Short Term Post Project Support
Close complete
Insert Project Specific WBS here.

Project: PMLC-SDLC Project Plan Tem


Date: Tue 9/11/12

Oct 5, '09
M T W

10/1

Task

External Milestone

Manual Summary Rollup

Split

Inactive Task

Manual Summary

Milestone

Inactive Milestone

Start-only

Summary

Inactive Summary

Finish-only

Project Summary

Manual Task

Progress

External Tasks

Duration-only

Deadline

Page 2

Oct 12, '09


M T W

Action Items
Action Items
ID
Brief Name Description

Unique
identifier

Brief 3-5
word
description
of action
item

1
2
3
4
5

Brief name 1 Description 1


Brief name 2 Description 2

Source

Owner

Full description Meeting/conver Person who is


of action item sation/person responsible for
from which this completing this
action item
item
came

Priority

Date Added Target Date Status

Relative
priority: 1High, 2Medium, 3Low

Date this
action item
was added
to this list

Completion Notes on
% Complete
Date
Completion /
Results
Desired date Status of
Running status
Date this
Notes or
this item
item: 1-Not comments on item. item was
results on the
should be
started, 2-In Format with most
complete.
completion of
completed progress, 3- recent comment
this item, such
Complete
FIRST, include date
as final
and initials.
decision
document
location,
results of
implementing
requested fix,
etc

IT PMLC v1, Fall 2012

Running Status
Comments

Executive
Reporting?
A field used for
filtering items
for review with
upper level
management:
TRUE or FALSE

High Level Project Status


Date
GOAL
Enter a one-two sentence goal of the project.
PROJECT OBJECTIVES
Enter a brief bulleted list of project objectives
PROJECT STATUS
Enter a 1-2 paragraph project status.

PROJECT SCHEDULE/MILESTONES
This can be in the format of a timeline chart, a Gantt chart, or a list of upcoming major milestones

ISSUES
Major issues and their potential resolution dates and potential solutions.
DECISIONS
Enter in upcoming and past decisions made.
UPCOMING COMMUNICATIONS
List upcoming communication activities and their dates

Contact:
For more information regarding this project, please contact insert Project Manager Name here.

9/11/2012

Project Name
Project Team Kickoff Meeting
DATE

Kickoff Meeting Agenda


Welcome/Introductions
Business/Project Background
Project Scope Overview
Measures of Success
Constraints/Dependencies
Assumptions/Risks
High Level Timeline
Project Team Member Roles & Responsibilities
Next Steps
Questions/Concerns

9/11/2012

Welcome/Introductions

Business/Project Background

9/11/2012

Project Scope Overview

Out of Scope

9/11/2012

Measures of Success

Constraints/Dependencies

9/11/2012

Assumptions/Risks

High Level Timeline

9/11/2012

Project Team Member Roles

Project Team Member Responsibilities

9/11/2012

Next Steps

Questions/Concerns

Project Team Roles


Date|Page 1 of 2

Project Team Roles


Prepared by: [Project Manager]

Sponsor
The Sponsor has the authority to secure the necessary resources and act as vocal champion, legitimizing
projects goals and objects and is the decision maker for project.

Responsible for securing authority and resources for the project.


Communicates and legitimizes goals and objectives
Participates leads initiation of project and Project Charter
Participates in high level planning such as the development of initiation plan and scope
Signs off on major deliverables, approvals to proceed to each succeeding project phase.

Project Manager
The Project Manager (PM) is responsible for the successful planning, execution, monitoring, control and
closure of a project.

Responsible for adhering to guidelines and standards established by the PM Lead / PMO
Define the Scope of this Implementation
Coordinate the presentation of issues and change orders to the sponsor for prioritization and
resolution.
Communicate project status to stakeholders as identified in the communication plan
Raise project issues and risks, as well as quality and scope deviations and escalate as necessary
Document the status and project metrics as required by the charter.
Oversee the implementation of the project with regard to time, budget and quality
Manage the project with the collaboration of the project leads
Review Project Team Documentation for completeness and quality

Project Team
Team members can come from many areas of the University or external partners.
The role of the project team is to actively participate in planning. The project team is focused on
ensuring that the project goals and expectations are met on time, within budget and expected quality.
The team works together and effectively communicates with each other to move the project forward. If
one task area of the team is not able to perform their task or falls behind schedule, it is important they
inform all other team members down the line as it will also likely affect their timelines.

IT PMLC v1, Fall 2012

Project Team Roles


Date|Page 2 of 2

Team roles may include: Technical and Functional Leads, analysts such as program, business and
technical analysts, data specialists, internal and external consultants, subject matter experts, trainers,
testing team, DBAs, etc.

Functional, Technical Communication Leads

Provide expertise on the overall processes (business, technical communication) around which
the project is focused and provide needed expertise in those areas
Provide direction to resources on managing day-to-day activities and adhering to project
deliverable due dates
Participate actively in the development of the assigned team task lists (in conjunction with the
Project Manager) within project scope schedule and cost
Consult and mentor assigned resources concerning methods, procedures, and standards to be
used during requirements definition, design, development, and testing phases of the project
Participate actively in all phases of the project including planning and analysis, design,
development, testing and implementation, related to their area of expertise
Participate actively in the development of the team task lists (in conjunction with the Project
Manager) within project scope schedule and cost
Help identify change barriers within the business areas and provide two-way communication
Communicate issues and status information to the Project Manager concerning activities and
task progress
Be available for the indicated percentage of their time allotted for the project
Ensure technology practices adhere to university strategic technology vision
Oversee project task execution and completion.

Project Team (other than Leads)

Actively participate in the planning of project tasks


Raise issues, concerns, road blocks and other communications to the team leads
Accountability for completing project work as scheduled and letting team leads know as soon as
possible when a task will take longer than anticipated.
Be available for the indicated percentage of their time allotted for the project

IT PMLC v1, Fall 2012

[PROJECT NAME] Stakeholder Analysis Worksheet


Date|Page 1 of 1

[PROJECT NAME] Stakeholder Analysis Worksheet


Prepared by: [Project Manager]
Do NOT distribute after completed.
Stakeholder: name and
role (on this project)

Main goal of
communication

Communication preferences (how


often, method, and detail)

Overrun Tolerances

Examples: project
Examples: encourage How often examples: daily | weekly Examples: project
sponsor, team member, collaboration | action on | major milestones | exceptions only
sponsor, team
end user, support,
specific risks or issues |
as they occur | on demand
member, end user,
provide money or time or
support,
resources | prioritize
project | provide public
support/sponsorship |
improve team morale |
recognize team
performance | influence
attitude | manage
expectations | ensure
future timely responses

IT PMLC v1, Fall 2012

Notes

Examples: encourage collaboration | action on


specific risks or issues | provide money or time or
resources | prioritize project | provide public
support/sponsorship | improve team morale |
recognize team performance | influence attitude |
manage expectations | ensure future timely
responses

Project Decision Log


Decision Log
ID
Decision
Unique
identifier

Brief 3-5 word


description of
decision needed

Description of decision
and impact
Description of
thedecision and the
impact of making or not
making the decision

Source

Owner

Priority

Date Added Status

Meeting/conv
ersation/pers
on from
which this
need for a
decision
came

Person who is
responsible for
ensuring this
decision is
made

Relative
priority: 1High, 2Medium, 3Low

Date this
decision
was added
to this list

2
3

IT PMLC v1, Fall 2012

Decision Date

Status of
Date this item was
item: 1-Not complete.
started, 2-In
progress, 3Complete

Record of decision made

Executive
Reporting?
Notes or results on the
A field used for
completion of this item, such as filtering items for
final decision document location, review with
results of implementing
upper level
requested fix, etc
management:
TRUE or FALSE

[Project Name] Status Meeting #1


[Date]|Page 1 of 1

[PROJECT NAME] Status Meeting #1


[Date]
The purpose of this meeting is to:

Ensure that we are on schedule and that we are


taking the necessary steps to get back on schedule if
we arent.
Reviewing upcoming tasks and milestones and
checking that we will still hit the due dates.
Ensuring that high impact action items and decisions
are on track for being resolved by their target date
Discussing status of change requests and risks
Discussing upcoming communication activities

Date/time/location:
Conference information:
Meeting facilitator:
Notetaker:
Time keeper:
Location of supporting materials:

Desired outcomes:

Data needed to update the project schedule and related materials such as action items,
decisions, etc.

Agenda Item
1. Project schedule
2. Project tasks and milestones
3. Decisions
4. Change Requests
5. Risks
6. Action Items
7. Upcoming communications
8. Other topics

Leader

IT PMLC v1, Fall 2012

Time

Project Change Request

Project/Software Change Request Form


Project number and name, or
Application name:
Date submitted:

Change request number:

Sample Project

Change initiator & contact info:


Change sponsor & contact info:
Project manager/analyst & contact
info:

The following section is to be completed by the customer requesting the change.


Change type:

Project budget
Project quality
Project schedule
Project scope
Software design dhange
Software new requirement
Software requirement change
Other

Change reason:

Customer request
Legal
Performance
Other

Change Impact:

Critical - cannot move forward without this change


Necessary - change is required, but is not time-critical
Nice to have - no adverse impact if change is not made

Requested completion date:


Title of change:
Description of business problem:
Impact of NOT implementing the
change, and alternatives.
Describe how the system should
behave:
Detailed requirements for requested
change:

IT PMLC v1, Fall 2012

Project Change Request


The following section is to be completed by the Technical Team.
Estimate to complete:

Customer
hours

Planning
Analysis
Design
Construction
Testing
Training
Deployment
Total hours

Analyst
hours

Developer
hours

Schedule impact:
Cost impact:
Resource impact:

The following section is to be completed by the Change Evaluation Team.


Review date:
Reviewed by:
Recommendation:

Approved
Approved w/ conditions
Denied
Hold (future enhancement)

Recommendation notes:
Priority:

Critical
High
Medium
Low

IT PMLC v1, Fall 2012

Tester
hours

Total hours

0
0
0
0
0
0
0
0

Change Request Log


Change Request
ID
Brief Name

Unique
identifier

Brief 3-5 word


description of
action item

Link to
change
request
form
Link to
completed
change
request
form for this
change.

Source

Owner

Date Added Target Date Status

Meeting/con
versation/pe
rson from
which this
action item
came

Person who
is
responsible
for
evaluating
this request

Date this
request was
added to
this list

Desired date
this item
should be
completed

Completion Notes on Completion /


Date
Results

Status of
Date this
item: 1-Not item was
evaluated, 2- complete.
Accepted, 3Deferred

1
2
3
4

IT PMLC v1, Fall 2012

Notes or results on the


completion of this item, such
as final decision document
location, results of
implementing requested fix,
etc

Executive
Reporting?

A field used for


filtering items for
review with
upper level
management:
TRUE or FALSE

Risk Log
Risk Log
ID
Unique
identifier

Brief Name

Description

Impact

Severity

Owner

Brief 3-5 word


description of
the risk

Description of the risk

Impact -low,
medium, high and
note what is
impacted (budget,
schedule, scope)

Likelihood of
Occurrence

Person who is
responsible for
evaluating and
resolving this
issue

1
2
3
4

IT PMLC v1, Fall 2012

Mitigation and Contingency Plans

Executive
Reporting?
What steps will be taken to reduce the A field used for
likelihood of this risk becoming an issue. filtering items
What are the steps that will be taken
for review with
when it becomes an issue?
upper level
management:
TRUE or FALSE

Issue Log
Issue Log
ID
Unique
identifier

Brief Name

Description Impact

Severity

Owner

Date Added Target Date Status

Resolution
Date
Desired date Status of
Date this
this issue
item: 1-Not issue was
should be
evaluated, 2- resolved
resolved
In Progress,
3-Resolved

Brief 3-5 word


description of
the issue

Description Notes on
of the issue this issue's
impact on
the project
or other
activities

Severity of
this issue: 1High, 2Medium, 3Low

Person who is
responsible for
evaluating and
resolving this
issue

Date this
issue was
added to
this list

1
2
3
4

IT PMLC v1, Fall 2012

Notes on Resolution

Executive
Reporting?
Notes or results on the
A field used for
resolution of this issue, such filtering items
as final decision document for review with
location, results of
upper level
implementing requested fix, management:
etc
TRUE or FALSE

[Project Name] Transition Plan


[Date] |Page 1 of 2

[PROJECT NAME] Transition Plan


Prepared by: [Project Manager]

Approvers
Project
Role

Name

Title/Role

Email

Approval

Approved
Date

Comments

Outstanding Items
The following are outstanding items that the project will transition to the Service Group, instead of
completing:
Transition
Item

Details

Who To Complete?

Date To Complete

Comments/Status

Service Application Information


Information for the Service Group about the servers and applications that have been
installed/deployed/updated. This could include server names, application names, server types, server
locations, application file locations, and etc.
Transition
Item

Detail Information

Group To Receive
Information

IT PMLC v1, Fall 2012

Comments/Status

[Project Name] Transition Plan


[Date] |Page 2 of 2

Service Maintenance Information


Service maintenance information for the Service Group about the servers and applications that have
been installed/deployed/updated. This could include reboot instructions, daily/weekly/monthly/annual
maintenance, troubleshooting information, and etc.
Transition
Item

When

Actions /
Instructions

IT PMLC v1, Fall 2012

Group To
Perform

Comments/Status

Program Management Toolkit



Program and large project management toolkit


Program management is the consistent management of a set of interrelated projects designed to
accomplish a single outcome. Programs require:

Extensive planning.
Significant communication through all stages of the program.
The establishment of project and program infrastructure.
The adoption and enforcement of appropriate project management practices and processes.
The creation and running of a governance body for the control of performance and scope,
authorizing component project initiation or close, and monitoring of benefits realization.

This set of documents is the minimum set of plans required to successfully establish and manage a
program. This set of templates is based on PMI's Program Management Body of Knowledge.

Program
Management Plan
and Charter
Program
Governance Plan

Program
Communication
Plan

Program
Stakeholder
Analysis
Program
Management
Process Document
Risks Register,
Issues List, Decision
Log,
Communication
Log, and Task Lists

This document is a combination of a program charter and


management plan. It provides an overview of the program,
authorizes work, assigns authority, and documents how
the program will be executed and managed.
The program governance plan outlines how decisions will
be made and communicated, the responsibility and
process for stage gate reviews, program performance
review, and change management.
A program communication plan outlines the
communication activities that will be undertaken during
the course of the program. It defines the audience, timing,
and method of communication, as well as the purpose and
desired outcomes in order to ensure the appropriate level
of engagement. A basic template is provided here for your
use.
Stakeholder analysis entails the identification, analysis,
and targeted communication planning for the individuals
and organizations that can be impacted by or can impact
the program.
Large programs and projects should have a more
thoroughly thought-out and documented set of processes
for managing the effort. This is a basic template that you
can use as a starting point.
With a large program or project this information must be
tracked and published on a regular basis. Screenshots of
example logs are available as a starting point. Two sample
newsletters are provided for communicating this
information within the program and project team.

Page 1

Page 5

Page 6

Page 8

Page 11

Logs page 31
Newsletters page
37

Program Management Toolkit

Page 1 of 40

[PROGRAM NAME] Program Charter


Portfolio and Process Management Office
Release 1 | Page 1 of 4

[PROGRAM NAME] Program Charter and Management Plan


Prepared by: [Program Manager]

Program Name:
Program Sponsor:

Program Manager:

Estimated start date:

Estimated finish date:

Program Scope
Program description
This section should present a high-level look of the program that captures its intended outcome and
deliverables. It should include information on how it ties to the organizations strategic initiatives, if
applicable. This may be copied from the proposal, if one exists.

Preliminary Understanding of Business Need


This is a high level statement of the business need being addressed by this program. This may be copied
from the program proposal.

Benefits
This section describes the Benefits to be gained by this program. Benefits listed here should be specific
and measurable and should have an expected delivery date.
Brief name

Description

Tangible or
intangible?

Metrics

Expected benefit
delivery date

Related program
milestones and
component projects

Program components and/or member projects


This is a description of the components of this program, including project manager, estimated delivery
date, brief description, and primary deliverables.
Component /
Project name

Manager

Description

Primary
deliverables

Estimated delivery
date

Program Management Toolkit

Page 2 of 40

[PROGRAM NAME] Program Charter


Portfolio and Process Management Office
Release 1 | Page 2 of 4

In Scope
This section lists the items that are to be included in this program.

Out of Scope
This section lists the items that are not to be included in this program.

Work and Program Processes


Preliminary Description of Work
This is a high level statement of the work that is required to complete this program.

Standard project management activities


This is a formal description of how changes will be submitted, evaluated, and either included or rejected
in a member project. Some of the larger projects may be required to appoint a change review board.

Program steering committee


Steering committee structure and members
This section includes the steering committee members and roles as well as an outline of the meeting
schedule.
Decisions
This section describes the decision making approach the committee will follow. It includes a detailed list
of decision guidelines and agreed upon priorities against which decisions will be made. This section
should also outline how decisions will be documented and communicated.
Reviews
Stage gate reviews: This section outlines stage gate reviews and their requirements. It should include
when these reviews will be held, what will be reviewed, and the data to be reviewed prior to determining
whether to move to the next stage.
Program performance reviews: This section establishes the dates for which program performance will
be reviewed. These reviews concentrate on the overall performance and management of the program.
This section also describes the required program performance information that must be provided in
support of these reviews.

Program Management Toolkit

Page 3 of 40

[PROGRAM NAME] Program Charter


Portfolio and Process Management Office
Release 1 | Page 3 of 4
Program and component change requests: This section identifies the process the steering committee
will use to manage change to the program. A process will be outlined for changing the scope of the
program and initiating or terminating program components.

Risks, impacts, and dependencies


This section includes:

Identification and ranking of program level and critical project level risks based on probability of
occurrence and level of impact. Each risk will have a mitigation plan and one safe contingency
plan.
Dependencies matrix for components and other closely related activities.
Description of impacts the program and its member projects may have on other University work
and organizations.

Program and critical project risks


Risk

Risk Description

Impact (How
would this
risk impact
schedule,
budget or
scope)

Likelihood of
Occurrence (What
is the chance or
this risk situation
occurring on this
project:
High/Medium/Lo
w)

Mitigation and
Contingency
Plan (What
steps would be
taken to avoid
the risk? What
would be done
if it
happened?)

Owner and
Trigger (Who
monitors for
this risk and
how do we
know the risk
has become
reality?)

Dependencies
The information for this section is best represented with a network diagram showing program
components and milestones and their dependencies.
Component A

Component B

Milestone 1

Program Management Toolkit

Page 4 of 40

[PROGRAM NAME] Program Charter


Portfolio and Process Management Office
Release 1 | Page 4 of 4

Program level timeline


This section includes:

Gantt chart of major project deliverables and their dependencies.


Identification of program level and key project decision points, decision makers, and a
description of the decision process to be used.
Program level milestones and check-up points for program sponsors.

Preliminary Estimate of Program Size


This is the initial estimate that is based upon the program proposal. This estimate should be the best
guess at the time of filling out the charter & may not necessarily match what is listed in the program
proposal or what will eventually be listed in the project charters and plans. Detailed estimates will be
coming at a later date.

Initial roles and authority


Role and Name

Authority and decisions

Approval

Program Sponsor
Program Manager
Steering committee (see above
section for full details)

Revision History
Date

Version

Description

Author

Program Management Toolkit

Page 5 of 40
[PROGRAM NAME] Program Governance and Steering Committee
Portfolio and Process Management Office
Release 1 | Page 1 of 1

[PROGRAM NAME] Program Governance and Steering


Committee
Prepared by: [Program Manager]

Program Name:
Program Sponsor:

Program Manager:

Steering committee structure and members


This section includes the steering committee members and roles as well as an outline of the meeting
schedule.

Decisions
This section describes the decision making approach the committee will follow. It includes a detailed list
of decision guidelines and agreed upon priorities against which decisions will be made. This section
should also outline how decisions will be documented and communicated.

Reviews
Stage gate reviews: This section outlines stage gate reviews and their requirements. It should include
when these reviews will be held, what will be reviewed, and the data to be reviewed prior to determining
whether to move to the next stage.
Program performance reviews: This section establishes the dates for which program performance will
be reviewed. These reviews concentrate on the overall performance and management of the program.
This section also describes the required program performance information that must be provided in
support of these reviews.
Program and component change requests: This section identifies the process the steering committee
will use to manage change to the program. A process will be outlined for changing scope of the
program and initiating or terminating program components.

Program Management Toolkit

Page 6 of 40
[Program Name] Communication Plan
Portfolio and Process Management Office
Release 1| Page 1 of 2

[Program Name] Communication Plan


Overview
This section provides a summary of the communication strategy for the overall program. It should provide an overview of how information flows
between components, from components to the program level, and out to internal and external customers. If there are common approaches and
goals for specific stakeholder groups, these approaches and assumptions should be detailed here.

Escalation and feedback


This section contains an outline of the escalation process for communication activities. It also documents how feedback such as email questions,
service desk tickets, newspaper articles, interviews, etc., are handled.

Responsibility and authority


This section provides an outline of the type of communication activities that will occur during this process and the person who is generally
responsible for those types. This section also identifies the person who generally has the authority to approve or implement the communication.
In many cases the responsible person and the authorizer are the same.

Communication activities
What
Program Kick-off Meeting
Stage Gate Review
Program Component Status Reports and
Review

Who/Target

Purpose

When/Frequency

Type/Method(s)
Meeting.

Program Management Toolkit

What
Component Status Meetings
Sub team working meetings or discussions
Sponsor Meetings

Steering Committee Meetings


Program Review
Periodic Demos and Target Presentations
Communications to component team
members
Program level issues. risks, and escalation
Roll-out, change and deployment
announcements
Program decisions
Lessons learned
Reviews for program performance.
benefits realization, risks, change
requests, and resources
Other

Page 7 of 40
[Program Name] Communication Plan
Portfolio and Process Management Office
Release 1| Page 2 of 2
Who/Target

Purpose

When/Frequency

Type/Method(s)

Program Management Toolkit

Page 8 of 40
Stakeholder Worksheet for [Program Name]
Portfolio and Process Management Office
Release 1| Page 1 of 3

Stakeholder Worksheet
Prepared by: [Program Manager]
Do NOT distribute after completed
This table contains sample information to help start the process. It is not complete. Please do not limit your stakeholders to the items in this table.
Name and Role

Main Goal of Communication

Communication
Preferences (how often,
method, and detail)

Overrun Tolerances

Notes

Examples: project sponsor,


team member, end user,
support, program sponsor,
project managers,

Examples: encourage
collaboration | action on specific
risks or issues | provide money
or time or resources | prioritize
project | provide public
support/sponsorship | improve
team morale | recognize team
performance | influence attitude
| manage expectations | ensure
future timely responses

How often examples: daily


| weekly | major
milestones | exceptions
only as they occur | on
demand

Describe their tolerances


for a budget or schedule
overrun. Which would they
prefer? What are
acceptable reasons for such
an overrun.

Other notes (not all need to be documented, but


they should be thought about): special interests,
impacts on their group, higher priority initiatives,
how will they measure success, what is their
attitude, do they have a big influence over other
stakeholders, how have they affected other
projects, who do they influence and who
influences them, perceived benefits if program
succeeds, perceived benefits if program fail.

Method examples: in
person | sharepoint | email
| report | informal
conversations |
presentations |
conferences | special
events | newspaper articles
| newsletters | web sites |
web casts | through
executive sponsor only
Detail examples: all tasks
and details | milestones
and issues | issues only |
general progress against
schedule| general
information about program

Program Management Toolkit

Name and Role

Campus IT Groups
ITPC subcommittee
members
Other folks using program
resources
Owners of any systems
that interface with or can
be affected by this
program
Potential clients including
current clients of other
ongoing work
Specific Clients
Specific Functional
Representatives
Specific team members
Support team
Vendors
Students
Campus Business

Main Goal of Communication

Page 9 of 40
Stakeholder Worksheet for [Program Name]
Portfolio and Process Management Office
Release 1| Page 2 of 3
Communication
Preferences (how often,
method, and detail)

Overrun Tolerances

Notes

Program Management Toolkit

Name and Role

Managers
Faculty
Principle Investigators
Granting agencies
Community members

Main Goal of Communication

Page 10 of 40
Stakeholder Worksheet for [Program Name]
Portfolio and Process Management Office
Release 1| Page 3 of 3
Communication
Preferences (how often,
method, and detail)

Overrun Tolerances

Notes

Program Management Toolkit

Page 11 of 40

Project Management Processes


July 2013

Contents
Risk management ........................................................................................................................................ 2
Subteam task management and action items............................................................................................ 3
Issue management....................................................................................................................................... 4
Project status meetings ............................................................................................................................... 5
Subteam coordination ................................................................................................................................. 6
Change requests .......................................................................................................................................... 7
Decisions....................................................................................................................................................... 8
Project Schedule Guidelines ........................................................................................................................ 9
Resource allocation ................................................................................................................................... 10
Budget management .................................................................................................................................. 11
Resource planning ...................................................................................................................................... 12
Testing processes ....................................................................................................................................... 13
Analysis, Requirements, Design processes .............................................................................................. 14
Deployment and roll out coordination ...................................................................................................... 15
Communication management................................................................................................................... 16
Vendor management .................................................................................................................................. 17
Project health monitoring ......................................................................................................................... 18
Project status reporting ............................................................................................................................ 19
Calendar view of recurring activities ........................................................................................................ 20

Program Management Toolkit

Risk management
Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Subteam task management and action items


Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Issue management
Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Project status meetings


Description:
Process owner:
Review and update cycle:
Other information:

Page 15 of 40

Program Management Toolkit

Subteam coordination
Description:
Process owner:
Review and update cycle:
Other information:

Page 16 of 40

Program Management Toolkit

Change requests
Description:
Process owner:
Review and update cycle:
Other information:

Page 17 of 40

Program Management Toolkit

Decisions
Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Project Schedule Guidelines


Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Resource allocation
Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Budget management
Description:
Process owner:
Review and update cycle:
Other information:

Page 21 of 40

Program Management Toolkit

Resource planning
Description:
Process owner:
Review and update cycle:
Other information:

Page 22 of 40

Program Management Toolkit

Testing processes
Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Analysis, Requirements, Design processes


Description:
Process owner:
Review and update cycle:
Other information:

Page 24 of 40

Program Management Toolkit

Deployment and roll out coordination


Description:
Process owner:
Review and update cycle:
Other information:

Page 25 of 40

Program Management Toolkit

Communication management
Description:
Process owner:
Review and update cycle:
Other information:

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Program Management Toolkit

Vendor management
Description:
Process owner:
Review and update cycle:
Other information:

Page 27 of 40

Program Management Toolkit

Project health monitoring


Description:
Process owner:
Review and update cycle:
Other information:

Page 28 of 40

Program Management Toolkit

Project status reporting


Description:
Process owner:
Review and update cycle:
Other information:

Page 29 of 40

Program Management Toolkit

Calendar view of recurring activities

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START myResearch Messenger


Issue 4, 31 January 2014

Schedule / timeline

START myResearch High-level timeline


Creation of highlevel schedule for
COI

KC COI RNUA Analysis, Configuration and


Development Sprints
Determine strategic plan for COI

Meetings with COI offices


Approve
COI
workflows

Draft COI
User
Stories

KC COI
RNUA
Deployment

Gap Analysis
and options
Initial KC
Training by
consultants

KC COI RNUA Testing

Review and award


RFP
Data Analysis of KC

PI Portal Deveopment
PI Portal
Demo

Determine
scope for PI
Portal

PI Portal
Planning

Determine
Dependencies
with UI report
projects

Kick-off
Meetings
Team
Hired

PI Portal
Testing
PI Portal UI
Evaluation

PI Portal
Deployment

* This timeline is a projection and will adjust


and become more concrete as we learn more
information.

Kuali Days
Nov 2013

Dec 2013

Jan 2014

Feb 2014 Mar 2014

Apr 2014

May 2014

Jun 2014

Jul 2014

Aug 2014

Sep 2014

Today

Top issues/risks
Issue Register | Risk Register
1.
2.
3.

4.

Current module focus

PI Portal: Initial design document of the display Banner


data in the 424 Summary layout has been sent to
User interface of Kuali Coeus COI
development. Working with UIFRD and Role App projects
Scope and Dependencies across PI Portal, to ensure dependencies and scope are being met. Working
UIFRD, Role App
on analysis on how to allow Business Managers access to PI
RFP evaluation and award process could Portal data.
take longer than planned impacting teams
ability to get consultants assistance with
KC COI: RNUA Creation and Questionnaire Use Cases are
Kuali Coeus
st
still being reviewed by the COI offices. Presented first
Undefined scope of PI Portal 1 release
iteration of UI mock-up to COI offices. Continued analysis
on Financial Entities and Sponsors in KC. Entire team
attended Functional Training by rSmart at UIC.

Program Management Toolkit

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Decisions / Change Requests

Late / Upcoming tasks

Internal decision log | Change request log

Working schedule

1. Determine strategic plan(What, Who and


When) for KC COI
2. Determine the UI for KC COI
3. Scope redefinition of PI Portal

1. Approval of RNUA Notification and Questionnaire Uses


Cases- 2/7
2. Create design document for Financial Summary box and
sub column headers 2/7
3. Create Design Document for giving Business mangers
access 2/6
4. KC Data Unit and Unit Hierarchy Analysis 2/7
5. Determine order of uses cases to start detailing 2/7

Program Management Toolkit

Page 39 of 40

IAM Weekly Sentinel


For IAM Project Leadership and IAM Team Lead Weekly Meetings

Issue 26, 18 January 2014

Schedule / timeline
Published timeline and schedule information

High level timeline for IAM project

SiteMinder Federation /
Shibboleth Integration
SiteMinder Application Integrations:
EAS apps, SharePoint, 3rd party apps,
SiteMinder Architecture (Revisions)
non-AITS EAS apps
SiteMinder Agent Installations ongoing and as requested
Service Desk
Integration
Items in italics
are complete

SiteMinder Banner
Integration (under
review)

Nessie
Integration

SiteMinder
Password Fixes and
EAS updates
Single ID and PW High
Priority Tasks (decisions,
requirements, other analysis)

Single ID and PW Project Execution (Details to be added next


week)

Plan for SID/PW

Apr 2013

Jul 2013

Oct 2013

Jan 2014

Apr 2014

Today

Jul 2014

Oct 2014

Jan 2015

Apr 2015

Jul 2015

Oct 2015

* Not shown: Provisioning, Access auditing and compliance


control, Business Intelligence, Role Mining

Top 5 issues/risks

Current subteam focus

Issue Log | Risk Register


1. Product evaluation
2. Courion change request list
3. Determine UIS go-live date
4. Medical center scope
5. Resource constraints

Tech: Security reports requirements, NetID Length analysis


(downstream applications), Courion history table
requirements and design, additional proof of concepts,
Capital and non-capital vendor requirements, performance
testing in dev environment

Near term roll outs

Nessie changes roll out: Complete


F&S SiteMinder Migration: Complete
Added policy and authentication servers:
Complete
Conflict ID Pilot: Urbana (~3 ids) and Chicago
(~20 ids) in February

Implementation: Agent installations, policy config clean up,


max session timeout testing, Siteminder SSL decision,
Shibboleth integration, planning, NESSIE
Functional: Conflict accounts and ordering, functional end
state, use case and functional requirements, planning and
stakeholder analysis for provisioning and deprovisioning
CRM: Conflict ID pilot, Look and feel estimation, conversion
to NetID naming standard and order of changes, naming
standard pilot for estimation

Program Management Toolkit

Page 40 of 40

Late tasks
Decisions / Change Requests
Internal decision log | External decision log | Change
request log
Upcoming
1. Control Alt Del turn off recommendation (CVK)
2. Proposal for handling folks who dont want to
change email address (Nyle)
3. SiteMinder SSL decision(Amin)
4. Choosing a net ID (CVK)
5. Solutions for systems without UIN (Nyle)
6. Determine if targets sync profiles based on
username or UIN or both (Nyle)
7. Corporate repository decision (McKinney)
8. Target systems for initial phases of the project
(Nyle)
9. Length of net id feasibility analysis in progress
10. NetID name change strategy (MP)

Working schedule
Overdue tasks
1. Support model for Single ID/PW approved (12/6)
2. Courion product evaluation complete 12/31
3. Single ID/PW critical path/high level schedule reviewed
with teams and complete (12/20)2 new diagrams to
review
4. Complete Courion HL requirements document
a. Tech Team Review (12/15)
b. Campus Representatives Review (12/30)
5. Courion Training (12/31)
Tasks upcoming
1. 1/17: Finalize and submit change item list
2. 1/21: UIC/UA/UIUC Web and document switch to NetID
ARD Complete
3. 1/21: Role of different repositories
4. 1/31: Profiling ARD
5. 2/3: Courion change request requirements
6. 2/4: Courion high level architecture document (complete
and under change control)
7. 2/4: Meeting with Audit for Use Cases
8. 2/7: EAS and EAS Admin changes ARD Complete
9. 2/7: UIS Resolve Conflicts
10. 2/7: Expired Password ARD
11. 2/7: Changing a known password ARD
12. 2/7: Decision of UIC employee claiming integration for
Nessie
13. 2/14: UIS Web and document switch to NetID ARD
Complete (2/14)
14. 2/14: Forgotten Password ARD (2/14)
15. 2/28: Capital and Non Capital HLR complete
16. 2/28: IAM Service ARD

IAM Team Lead discussion topics

IAM PL discussion topics

Decisionsdates and assignments


Pre-work task updates

Conflict ID resolution ordering


UIS dependencies

Notes:

Notes:

Notes:

Notes:

Notes:

Notes: