Scheduling and Resource Leveling for IT Projects
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The document discusses scheduling and resource leveling challenges at the University of Georgia's Office of Information Technology Services (OCIO/EITS). It outlines how EITS had more work hours needed (439,024) than available staff hours (404,352), a difference of 34,672 hours. To address this, EITS implemented a potential solution of capturing all planned work, doing resource planning and scheduling, resource leveling, and time reporting to present data proving the resource challenge. Key lessons learned included the need for constant communication, training, and refinement to change the culture around routine reporting and resource management.
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Scheduling and Resource Leveling for IT Projects
- 1. Scheduling and Resource Leveling Lynn Latimer, PMP Patrick Wagman, PMP Date: 06/02/2011
- 2. Overview UGA/PMO Background Problem Potential Solution Implementation Lessons Learned
- 3. The University of Georgia
- 6. OCIO/EITS
- 9. IT Leadership, Planning, & Policy
- 10. Client Services and Support
- 14. Collaborative and Productivity Computing
- 17. Staff
- 18. Budget
- 19. $15.8 million in central funding $5 million cost recovery units
- 20. ITPDS (PMO)
- 21. Established 2004 Strategic Planning Focus
- 26. Portfolio, Project and Service Management
- 28. Problem
- 33. 240 employees
- 34. Hours Available:
- 35. 404,352
- 36. Hours Needed:
- 37. 439,024
- 38. Difference
- 39. (34,672)
- 40. Ummmmm…
- 41. Doesn’t Work!
- 44. Prove it!
- 45. Capture all planned work
- 47. Scheduling
- 49. Capture Actuals (Time reporting)
- 50. Present data
- 51. Implementation
- 52. The Beginning
- 53. Gather Tools
- 54. Quickbase
- 55. CA Clarity
- 56. Excel
- 57. Reporting (BIRT, Crystal Reports, Tableau)
- 58. PM Process
- 59. Then Collect
- 61. Core Areas Projects Services Deliverables
- 62. Next!
- 65. This gives us:
- 69. Proof!
- 70. The Path Ahead
- 72. Better definition of Resource Roles
- 74. IT Governance
- 75. Lessons Learned
- 76. Constant communication Sell, Sell, Sell Train, Train, Train Never EVER assume others are
- 77. Continual Refinement Receive input/Get buy in! Do it again! Change is inevitable!!
- 78. This is a slow process!
- 79. Routine reporting is a culture change!
- 80. Be prepared to lead!
- 81. Summary UGA/PMO Background Problem Potential Solution Implementation Lessons Learned
- 84. Questions?
Editor's Notes
- University of GeorgiaState SponsoredOver 200 years oldOldest state charteredLand grant (1/76)614 acres (main campus)Located in Athens, GA60 miles from Atlanta
- (As of October 2009)Faculty (instr./rsrch/pub. svc): 2,890Admin./other professional: 3,926Tech./clerical/crafts/maint.: 3,237Total: 10,053Annual Budget (FY 2009): $1.22 billion (29.5% provided by the state of Georgia)ResearchIncome (FY 2009): $173.4 millionExpend. (FY 2009): $349.4 millionIntellectual Property Income (FY 2009): $30.5 millionSchools and CollegesAgricultural and Environmental Sciences, Arts and Sciences, Business, Ecology, Education, Environment and Design, Family and Consumer Sciences, Forest Resources, Graduate School, Journalism and Mass Communication, Law, Pharmacy, Public Health, Public and International Affairs, Social Work, Veterinary Medicine, and the MCG/UGA Medical PartnershipLibrariesRanked among top third of nation’s best research libraries. Total of 4.7 million volumes and one of nation’s largest map collections.Enrollment – Fall Semester 2009Undergraduate: 26,142 Graduate/Professional: 8,743Total: 34,885(This total includes 448 students at Gwinnett Campus, 53 students at the Tifton campus, 131 students at the Griffin campus and 321 students at the Buckhead campus.)Student ActivitiesAbout 600 registered student organizations, including 35 social fraternities and 23 social sororitiesStudent Scholastic Achievement2009 Freshmen: 4,686 total; Avg. SAT score: 1263; Avg. GPA: 3.8 97 percent of in-state freshmen earned the HOPE Scholarship.Honors Program2,350, including 520 freshmen. Freshman SAT score:1463; GPA: 4.09Rhodes Scholars: 21 overall, 6 since 1996Honors and AwardsNational Academy of Sciences members: 6 facultyAmerican Academy of Arts & Sciences members: 6 facultyNational Academy of Engineering members: 1 facultyNational Academy of Public Administration members: 5 facultyInstitute of Medicine members: 1 facultyAcademic Offerings22 Baccalaureate degrees in more than 140 fields34 Master’s degrees in 124 fields19 Educational Specialist degrees4 Doctoral degrees in 91 areasProfessional degrees in law, pharmacy and veterinary medicineMore than 170 Study Abroad & exchange programsAthleticsNCAA Division I, Southeastern Conference 9 men’s varsity sports 12 women’s varsity sports 37 national championships, including 25 since 1999What the College Guides SayU.S. News & World Report’s 2010 “Best Colleges” edition has UGA tied for 21st among national public research universities. Kiplinger’s Magazine ranks UGA 4th in its 2008 list of the “100 Best Values in Public Colleges.”Total Living AlumniApproximately 260,555Archway to Excellence CampaignUGA’s most recent capital campaign raised $653,647,368. By its close on June 31,2008, over 102,000 donors had provided:$82.3 million for student scholarships, awards and othersupport$54.7 million for endowed professorships, chairs and facultysupport$174.3 million for academic and research program support$51.9 million to help build the new learning environment$151.8 million for the Georgia Bulldog Club’s support of varsitysport programs$38 million to serve the state and nation with outreachprograms$84.9 million for general unrestricted support for the universityand for schools, colleges and unitsMillions more for other projects and needsThe University of Georgia is an equal opportunity/affirmative action institution. This page was last updated on Thursday, September 23, 2010 03:00 PM EDT
- Vision: EITS will be known as a promoter of a performance-based IT environment reflecting proactive change; systematic and strategically-managed services and investments; capacity planning; and continuous improvement.Services: • Strategic Planning and Portfolio Lifecycle Management• Sustainable IT Business Models• IT Policy Development• Technology Research and Development• Business Continuity Planning and Disaster Recovery Planning for CORE IT Services
- Vision: Client Services will be increasingly known for providing a highly customer-focused experience where services are delivered and supported in a courteous, expedient, efficient and effective manner and benchmarked through customer satisfaction assessments and ‘best practices’ based on industry standards.Services: • Helpdesk and Tier 2 Support• Hosted and Cost Sharing Services• Awareness Training and Education
- Vision: Contribute to positioning the University of Georgia at the forefront in teaching and learning through the integration of technology in the pedagogical process taking advantage of digital materials, virtual space and collaborative learning environments.Services:• Learning Management Systems• SLC Partnership and Computer Labs
- Vision: UGA will serve as an innovator in the world of research and high performance computing through local and distributed computing infrastructure, and through the increased availability of overlapping grid communities, software for resource discovery, modeling, and interactive visualization.Services:• High Performance Connectivity• High Performance Computing and Storage
- Vision: Optimizing the integration of enterprise-wide administrative systems and applications supporting the administrative, research, instructional, and outreach activities of the University including cost-effective strategies to improve administrative business processes.Services:• Student Information Systems• Student Financial Systems• Human Resources and Payroll Systems• Financial Information Systems• Application Architecture and Data Integration• Identity Management• Academic Planning
- Vision: Empower students, faculty, and staff to achieve unparalleled productivity in the 24x7, always-connected and increasingly mobile instructional, research, and public service environments.Services:• Email, Calendaring, and Collaboration• Campus Portal• Desktop and Mobile Computing
- Vision: Be recognized for a highly effective systematic and sustainable information security model eliminating and/or mitigating risk for the University’s critical and sensitive data at the highest level possible.Services: • IT Security Incident Response• Risk Management• Antivirus/AntiMalware• Vulnerability Management
- Vision: Leverage the IT infrastructure through a robust, redundant, reliable, scalable, highly available, cost-effective, secure and flexible infrastructure enabling access and connectivity across the University’s state, national and global presence.Services:• Network/Cable Infrastructure• Data Center Operations• Telephony• Cable TV
- 240 Full time64 students
- This process started in 2006 and 2007. We implemented the processes and tools we needed and started within the organization.
- This is just one screen shot from our PM system.Notice the number at the bottom. We have requests for 187 separate projects as of Tuesday. Not all of these are in work at any given time. However this is not work that is complete. These are projects that an internal or external client has requested.
- We have identified all of the areas of work we have and have an ongoing process to capture new work.
- People are assigned to project and service work. They are assigned a percentage of time they are expected to work.
- Resource managers have been responsible for updating this information quarterly and we are now going to monthly.
- The data we need to show the problem.
- Both Portfolio and Service
- Both Portfolio and Service
- Please feel free to contact us with any questions!
- We are trying to avoid situations like this.