Project Life Cycle Process | Key Roles | Executive Sponsors
Campus projects often require and rely on technology, requiring the services and support of the Office of Technology Services. OTS's Project Management team (PPM) has a process for identifying, staffing, and supporting these campus projects that will ultimately ensure their success. The team’s process, outlined in detail below, allows a project to be assessed in an accurate, timely manner and completed with high-quality results.
This process begins with the Business Process Owner defining a project idea and business need and submitting it though a project request . The project is evaluated by OTS for feasibility and the process owner is advised on the next steps (which will vary depending on the size and scope of the project). From there, a project charter is created; after all forms and documents are approved, the project can be planned and scheduled.
Project Life Cycle Process
The steps for identifying, executing, and completing a project are outlined below and the relevant forms are supplied for each step.
|Project Request||Submit Project Request.|
|OTS PPM Review||Reviews the project request for completeness and sends to the requesting unit’s executive sponsor for approval.|
|Executive Sponsor Review||Review and approve the submission of the request for prioritization decision.|
|Prioritization||The ETC approves and prioritizes the submitted project requests into a ranked ordered list.|
|Approved/Queued||The project request is approved and prioritized by the ETC, the project manager is assigned and the project request is transferred to a project in TeamDynamix; however, project initiation occurs only when project resources are available.|
|Evaluation||Compile high-level requirements and scope, analyze options and recommend the best value option for UBalt (if options exist). Documents used are:
|Planning||Create detailed requirements, schedule resources and baseline the task plan. Documents used are:
|Charter||Outline the project objectives, milestones, in-scope items, costs and other pertinent items of the project. Document used is Project Charter (see example).|
|In Flight||Project is active and resources are working on tasks.|
– document the new/modified responsibilities of the various production support teams as a result of the implementation of the project
Lessons Learned (TD) – document what went well and what should be improved, which will be used to assist future efforts
Project Closure – determine if objective set forth in the project charter were met
Project Closure Survey (TD) – seek feedback on the project manager’s performance from project stakeholders and team member
Key Roles in the Project Management Process:
Business Analyst – Person(s) assigned to the project to document the requirements, lead the testing effort for the project and ensure process documentation is updated.
Business Process Owner (Sponsor) - Representative from a department who has initiated and will assist OTS in execution of the project.
Executive Sponsor – One of the campus representatives who have final approval with regard to execution and financial support of a project.
Executive Technology Committee (ETC) – Approve and prioritize IT-related projects.
Project Manager – The OTS project portfolio management team member or OTS manager assigned to lead the project.
|Academic Affairs||Catherine Andersen, Interim Executive Vice President for Academic Affairs and Provost|
|Administration and Finance||Beth Amyot, Chief Financial Officer and Vice President for Administration and Finance|
|Facilities Management and Campus Security||Neb Sertsu, Vice President for Facilities Management and Capital Planning|
|Institutional Advancement||Theresa Silanskis, Vice President of Institutional Advancement|
|Office of Government and Community Relations||Anita Harewood, Vice President of Office of Government and Community Relations|
|Office of Technology Services||David Bobart, Vice President of Technology and Chief Information Officer|