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Right-sizing project management and tracking

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UNC CAUSE 2010, Wilmington NC

UNC CAUSE 2010, Wilmington NC

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    Right-sizing project management and tracking Right-sizing project management and tracking Presentation Transcript

    • Right-sizing project management and tracking Joel Dunn Gloria Thornton Laura Young UNC Greensboro November 10, 2010 1
    • Why is it hard to pick a project tracking/management system? Some methods are too small and simple Some methods are too big and complex You need to seek out a method that’s just right for the requirements and culture of your institution 2
    • History at UNCG... we’ll walk you through the steps No system First steps Comprehensive enterprise project management system Purpose-built system for UNCG 3
    • Why is it hard to pick a project tracking/management system? It’s somewhat like the story of the 3 bears... Images from http://openclipart.org 4
    • But before the three bears... We had: No system Project management by intuition, guess and luck! 5
    • First steps: My porridge is too cold... Rudimentary project time tracking Some useful information for retrospective analysis Didn’t help with managing expectations on what we could do when So, let’s kick our game up a notch! 6
    • Comprehensive system: My porridge is too hot... Planview selected after careful review Capable and powerful ...yet complex and didn’t match business processes for project lifecycles Frustration! Not used in all work teams Incomplete data reinforced the frustration Client concerns, questions about value of tool and value of project management 7
    • Purpose-built system: My porridge is just right... Decision to look at business processes first How do we prioritize projects? How do we allocate resources? Work with existing IT governance, but seek to provide actionable data! Create a simple software system to support the vision 8
    • The result: 9
    • Sidebar: IT Governance at UNCG - committees 10
    • Sidebar: IT Governance at UNCG - committees Administrative Systems Committee Future direct reporting of ASSC to ASC DSC ASUG ASTG •DSC = Data Standards Committee •ASUG = Administrative Systems Users Group ASSC •ASTG = Administrative Systems Technology Group •ASSC = Administrative Systems Security Committee 11
    • Timetrack methodology Focused on the reports we need to give our administrative computing governance groups to support their decisions Determine meaningful granularity of information Divide IT work efforts into modest number (15-20) of skill-sets relevant to clients Estimate hours that can be allocated to “scheduleable” projects (net of maintenance, patches, break/fix, etc.) Infrastructure project requirements reserved Institutional project requirements reserved 12
    • Timetrack methodology Don’t starve the small work efforts Hold some hours in “small project” reserve These work efforts <80 hours, only one or two skill-sets Don’t need full methodology or project manager 13
    • Timetrack methodology Don’t allocate all hours Hold contingency reserve Only allocate 1/2 to 3/4 of remaining hours; hold until mid- year review and “true up” 14
    • Results... Rationally predict what projects can be done in a given year Communicate in an open, transparent way with campus stakeholders (they can understand the methodology) Empowers UNCG to have productive discussions about opportunity costs of inevitable mid-year “must do” work efforts; resolve in a way that is clear and fair to all involved 15
    • Timetrack Overall view of resources (skill- sets) 16
    • Timetrack Project list, for use by divisional coordinator 17
    • Timetrack Point-in-time view of individual project, for use by project manager, resource manager, or divisional project coordinator 18
    • Timetrack Time entry, for use by project resource 19
    • Timetrack Demo and discussion 20