Our professionally certified project and process managers provide leadership and guidance for University and IT projects and for identifying and implementing business process improvements. Through consulting, managing and monitoring selected projects, we facilitate progress in order to meet our customers' expectations for project scope, costs, schedule and final deliverables.
How you start depends on where you are:
IT Client Consulting will review the proposal and evaluate next steps. They will let you know if there is a service already in place that matches your need. If not, they will forward your proposal to IT leadership for review.
What can you expect?
Submitted proposals are reviewed by IT leadership to determine their technical and financial feasibility. Someone will contact you within two weeks after submission concerning the status of your proposal.
Questions about this process can be directed to the KU IT Enterprise Project, Process & Portfolio Management Office (EP₃MO) at firstname.lastname@example.org.
The Business Analyst guides project teams in defining and documenting requirements as part of the software development lifecycle.
IT Planning Group
A group of IT management staff that meets weekly to evaluate, monitor, and prioritize projects for IT.
A group composed of IT directors, program directors and other designated managers that meets weekly to discuss strategic issues. One major task undertaken at these meetings is to review and prioritize proposed projects.
Person responsible for organizing, scheduling, and facilitating team meetings and project discussions; developing the project plans; and maintaining project documentation. The Project Manager may also be responsible for sending Requests for Proposals (RFPs), working with vendors, and tracking the financials of the project.
The project owner confirms the need within their area of responsibility, validates objective(s), provides the functional specifications, administers, monitors, and is responsible for the overall delivery of the project/product.
The project sponsor commissions others to deliver the project, is responsible for championing the project, and accepts responsibility as the escalation path for problems. The project sponsor provides vision and high level direction for the project.
The project team is the group of individuals brought together to work the project. Depending on the type of project, the team will have representatives from different IT departments, and may also include representatives from around the University. It is the responsibility of team members to:
- Attend scheduled project team meetings.
- Be actively involved and represent their department.
- Review and provide feedback on project work products, such as the Project Charter, Work Breakdown Structure (WBS), and Service Handbook.
- Communicate to their management the status of the project, and the impact to their department in terms of resource commitment and scheduling.
- Complete assigned action items in a timely manner.
- Participate in post-implementation review of project.
Project Resources & Templates
All projects for Information Technology are formally requested using a proposal form. Projects are reviewed by IT leadership.
Conducting a Lessons Learned meeting after the project is complete can be a powerful tool for improving the execution of projects. This agenda can be used as a starting point for that meeting.
A PIER report documents the history and outcome of a project and is used to build a repository of what works well and what doesn't in the organization.
The Program Charter is to consolidate information, like a master project, across a program that will encompass several smaller projects. Individual projects should use the Project Charter Template.
The Project Charter documents the scope of the project and identifies all of the key stakeholders. It is normally created when a project is first conceptualized and can be used to document known issues or risks.
A form used to request a change to the scope of a project.
A simple one page PowerPoint report that communicates the status of a project. The report includes sections that cover project scope, activities, schedule, budget, issues and risks. The project manager coordinates with the project owner to determine how often the project status should be reported.
A worksheet used with large projects to identify the type of risk, and the level of risk associated with successfully completing a project.
A template used by the project team to confirm they have considered all aspects of launching a new service. When the project is completed, and the service is launched, this document is used as a reference for supporting the service. There is also a Service Handbook for Vendor Hosted Services.
A template used to document all requirements for a software development project.
The Start Up Checklist is used for large projects to determine if the team is ready to begin the full implementation phase of the project.
This vendor questionnaire needs to be completed when discussions begin with hardware or software vendors.
A Work-Breakdown Structure (WBS) lists all the activities that are needed to complete a project, and specifies when they should be completed. This template is used to help organize projects and to ensure that some standard activities, including Service Design and Release Management, are not being overlooked.
An initial idea or request is presented for consideration.
IT will assign a project manager, and a project team will be formed. The next step for an approved project is either Research/Analysis or Planning.
More information is needed to determine the scope of the request. A business analyst may be utilized to gather requirements or prototyping may be necessary to facilitate the project. At the end of this phase, a project charter should be completed.
The project team develops a Work Breakdown Schedule (WBS) and determines Level of Effort (LOE).
The project team performs the work to complete the project. This phase likely includes design, development, testing and deployment.
A defined period of time, following deployment of the project into production, where the project team remains assigned to the project to address any issues that may arise due to the deployment of the project.
The project has been completed.
Work on the project has been permanently stopped with agreement between the project sponsor, the project team and IT.
Work on the project has been temporarily stopped with agreement between the project sponsor, the project team and IT.
Progress on the project is delayed by factors/entities outside of IT's control such as customer testing, vendor issues, etc.