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IT Project and Portfolio Management at WVU

IT Project and Portfolio Management at WVU. Sid Morrison, CIO and Associate Provost Amy Baker, CTO Bob Haring-Smith, Project Portfolio Coordinator. Project Management, circa 2000 Problems. Lack of coordination and control Users had little or no responsibility

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IT Project and Portfolio Management at WVU

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  1. IT Project and Portfolio Management at WVU Sid Morrison, CIO and Associate Provost Amy Baker, CTO Bob Haring-Smith, Project Portfolio Coordinator

  2. Project Management, circa 2000Problems • Lack of coordination and control • Users had little or no responsibility • OIT was held accountable for things beyond our control

  3. Project Management, circa 2000Solutions • Directives • Oversight Committee • Project Management Office

  4. Project Management Tools Resources, resources, resources Better planning for and execution of resource allocation drove . . . • Decision to obtain portfolio management system • Choice of system (IBM’s Rational Portfolio Manager) • Focus during implementation of the system • Scheduling of projects

  5. Project Approval Process • Round 1: Who cares, and Why? • Champions and Proposers • What impact will project have? • What risks will it mitigate? • How does it fit the university’s goals? • Round 2: How, and how much • High level plan • Resource needs (financial and human)

  6. Future Steps for the PMO • All PMs utilizing the Project Portfolio Management System • Project Management services and training offered to campus • Continue to work with AAIMS to refine administrative process

  7. For More Information Project proposal forms and other information about the approval process and the project management office are available at http://oit.wvu.edu/oit/aaims/

  8. Questions How are projects managed on your campus? Do you have a means for analyzing your whole portfolio of projects? Do you have a project management office? What services does it provide? Who establishes priorities for IT projects on your campus?

  9. Questions (cont.) How do you ensure that IT projects carried out within a subunit don’t duplicate (or work at cross purposes to) similar efforts elsewhere on campus? When an IT project is carried out for the benefit of a particular office on campus, how are staff from that office incorporated into the project team? In particular, who manages the project?

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