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Our Project and Portfolio Management Office (PMO) provides project and portfolio management support for the Division of IT and for IT-related projects throughout the university.
- Assignment of managers to projects
- Management of assigned projects
- Assistance with troubled projects
Project Portfolio Management
- Executive reporting
- Project status and risk
- Quarterly portfolio reviews
- Project portfolio maintenance
- Project management best practices
- Knowledge transfer
- Lunch and learn sessions
- Project Management Lifecycle (PMLC)
- Systems Development Lifecycle (SDLC) methodology
Methodology and Standards
- Consistent project management approach
- Project management standards
- Project management methodology
- Accessibility to templates
- Project and portfolio management (PPM) tool
- SDLC methodology/waterfall and agile project management approaches
There are five defined roles in the project management lifecycle and each one has a specific set of responsibilities:
- Project executive sponsor: Executive leader who has sanctioned the project. This role monitors the overall progress of the project at a very high level and assists the project owner in escalations when necessary.
- Project owner: Accountable to the executive sponsor for delivery of the solution and is often a director-level leader. This role provides regular decision making and direction for the project, manages the overall timeline at a milestone level and ensures that the necessary resources are included in the project team, including the project manager.
- Process initiator: Manages the Idea and Proposal phases of the project, provides the appropriate analytical work to creat the idea summary, proposal and charter documents and coordinates the Idea and Proposal Gate Review Board reviews.
- Project manager: Manages the overall project team, the PMLC documentation from the Planning, Analysis and Design through Closing phases and the detailed schedule and timeline for the entire project. This role is accountable for project execution from planning through closing, directs appropriate Gate Review Board reviews, regularly reports project statuses and escalates issues as appropriate to the project owner(s).
- Project team: Includes resources from functional groups and a vendor, when required. This team owns related pieces of a project from each member's respective areas, coordinates functional and technical resources to complete tasks, supports the project manager in developing and maintaining applicable documentation and provides necessary updates to the project manager regarding the statuses of tasks, risks and schedules.