University of Northern Colorado Prioritizing and Communicating Projects

1. University of Northern Colorado Prioritizing and Communicating Projects Information Management and Technology Ryan Rose – Director of Information Technology

2. Outline • History of Project Management at UNC • Project Framework and Process at UNC • Identifying and Prioritizing Projects • Communicating Projects (Internal and External) • Technology utilized for Managing Projects • Lessons Learned

3. History of Project Management at UNC • Approximately 100-150 IT “projects” annually. • No formal process for project management. • Communication for projects was disjointed, sometimes even within the same IT team. • “Perpetual Projects” were the norm. • 2005 budget issues caused us to focus on a process • Project Management Institute (PMI) Framework adopted by IT Leadership (PMBOK) • Formal training for IT leadership • Certification was strongly encouraged (PMP)

4. Project Framework and Process

5. Identifying and Prioritizing Projects • Projects should align with IM&T Tactical Goals • Project Categories for FY 2012– • Funded • Internal and External • Non-Funded • Operational • Revenue Generating • For UNC it all starts with the – Cumulative Project Management Document (CPMD) • Two methods of tracking effort – • Help Desk application • Project Server

6. Communicating Projects (Internal and External) • Information Technology Committee – Provides communication vehicle and “governance” for IT projects. Faculty, staff and students are represented. • General campus communications – UNC Today email • Targeted communications – email and in-person communications that have direct impact to the customer. • Information Management and Technology website. • Quarterly IM&T Newsletter.

7. Technology Utilized for Managing Projects • Microsoft Project Server 2007 • Demo • http://itproject02.unco.edu/PWA_IT/default.aspx • http://itproject02.unco.edu/imt2011/default.aspx • Sharepoint 2010 • Demo • https://sharetech.unco.edu/SitePages/Home.aspx

8. Lessons Learned • Project Management Institute (PMI) framework is a key for success. • Don’t get caught up in the definition of a project, or you will spend all your time discussing the definition of a project. • Technology is important, but not critical. Balance between the technology and the process is difficult. • Don’t let the process overtake the task. • Spend quality time in planning and closing projects. • A PMO can be successful through an informal process.

9. Questions Thank you for your time today. Questions?