Project & Program Governance May 12, 2016

What is Project Governance? Management framework within which project decisions are made Structured hierarchy for decision making about: Objectives Scope Budget Schedule Issues Risks Changes Solution Design Approval Product Acceptance …. Decisions or issues which cannot be resolved by the team or project manager are escalated UP through the governance levels to a group who can make the decision. Project Governance ensures that the project goals and benefits are achieved.

Project Governance Structure (with all possible roles) Very Large Project/Program Executive Committee Executive Sponsor UCIO/ CTO Functional VP Acad/Admin Dean Large Project Medium Project Steering Committee IT Managing Director Functional Director School / Center Director Steering Committee IT Managing Director Functional Director School / Center Director Sponsor Sponsor Sponsor Program Director Program Manager Project Manager Scrum Master Product Owner Engagement Councils Project Manager Scrum Master Product Owner Engagement Councils Project Manager Scrum Master Product Owner Project Manager Scrum Master Product Owner Project Manager Scrum Master Product Owner School Engagement Council(s) School Engagement Council(s) School Engagement Council(s) School Engagement Council * Note that this structure shows project decision making – not functional reporting

Required Project Governance Project and program governance should be scaled based on the size, complexity, and risk. PROJECT SIZE1 Very Large / Program Large Medium Small Governance Roles Executive Committee  Steering Committee Recommended School Engagement Councils Executive Sponsor Sponsor Program Director Project Manager Product/Service Owner Scrum Master 1 Definitions are shown at the end of this package

Role Definitions

Executive Committee Definition: Who: Frequency: Size: Highest governing body on a very large project or program with overall responsibility for ensuring the project/program delivers the needed benefits across the university Who: Led by the Executive Sponsor and includes the most senior management (VP/C level) from the key organizations participating in or affected by the project/program Frequency: Meets monthly and on an ad hoc as exceptions demand Size: Recommended membership is 3-5 members – may be larger if circumstances warrant Responsibilities: Provide direction and oversight for the project/program Endorses and champions vision and objectives of the project Leads change and provides authority within their organization to adapt processes, behavior, and organization to ensure project success Weighs in on matters escalated by the Steering Committee Builds cross-organization consensus with peers

Steering Committee Definition: Who: Frequency: Size: Responsibilities: Governing body with overall responsibility for ensuring the project/program delivers the benefits and for providing guidance and support for sponsor in resolving escalated issues. On large projects this is the highest governing group and on very large projects and programs this committee reports to the Executive Committee. Who: Led by the Sponsor, the Steering Committee includes functional area management representatives from the key organizations involved in the project and any other key stakeholder groups that have special interest in the outcome of the project. This is not technical group. Frequency: Typically meet monthly and on an ad hoc basis for urgent concerns Size: Recommended size is 5-7 people Responsibilities: Evaluates solution(s) for consistency with University and IT strategies and guides overall strategic direction Ensures their organization is ready for the changes needed for project success Ensures that all needed resources are committed and available when needed Provides assistance resolving escalated issues and risks Makes decisions on significant changes (time, scope, budget) and approves vision and deliverables

School Engagement Council Definition: School based governing body responsible for success of project within the school. Provides guidance and support for project for the project in resolving escalated issues. Who: Led by the Program Manager or Project Manager each engagement council should include school CIO, faculty representative (if appropriate), local project manager, functional owner in school and any other key school stakeholders that have special interest in the outcome of the project. Frequency: Typically meet monthly and on an ad hoc basis for urgent concerns Size: Recommended size is 4-7 people Responsibilities: Ensures school is ready to make the changes required for project success Ensures that all needed school resources are committed and available when needed Evaluates program/project solution(s) for consistency with school’s strategies, policies, and processes and escalates where inconsistencies found Provides assistance resolving school based issues and risks Determines how to communicate to the school about the project/program, especially for rollout

Executive Sponsor Role Definition: Executive Sponsor has accountability on behalf of the university for the project/program and is considering the project/program while looking out and across the university. Only necessary on very large projects and programs Who: A senior administrator (VP/C level) in the organization with the highest impact or benefit from the project or program Responsibilities: Authorizes the project , sets the vision, and has ultimate authority for project and business decisions Chairs the Executive Committee Advocates and champions the project with peer stakeholders across the University Is accountable for project success and achieving project benefits Manages overall communication to ensure that all execute stakeholders are informed

Sponsor Role Definition: Who: Responsibilities Responsible for the successful completion of the project and is entrusted with oversight of the project and delivery of its benefits. Is accountable to the Executive Sponsor on very large projects and programs. Who: A senior administrator in the organization with the highest impact or benefit from the project. Responsibilities Defines and clarifies project vision, objectives, goals, benefits, and scope and alignment with university vision and goals Ensures overall success of the project and is accountable for delivering the project benefits Chairs the project steering committee and champions the project to influence others to support Removes obstacles to project success and assists with major issues and policy conflicts Manages overall communication to ensure that all stakeholders are informed

Program Director Role Definition: Who: Responsibilities: Responsible for the overall program’s vision and delivery Who: A senior project manager or senior manager – Reports to the CIO Responsibilities: Develops the program’s strategy, approach, and goals, including defining benefits the program will deliver for the university Monitors program’s overall performance, assesses strengths, and coordinates corrective actions to ensure program will achieve its goals Communicates with senior stakeholders across the university to build endorsement and to solicit input to improve the program Partners with Executive Sponsor to lead the program If there is no Program Manager, the Program Director fulfills both roles

Program Manager Role Definition: Who: Responsibilities: Oversees the coordination and administration of a program including planning, organizing, staffing, leading, and controlling program activities Who: A senior project manager or senior manager – Reports to the Program Director Responsibilities: Supports development of program strategy and goals by creating program schedule and coordinating the projects within the program to achieve the desired benefits Monitors performance (schedule, budget, risk) of the projects within the program and coordinates corrective actions within a project or across projects to ensure program will achieve its goals Monitors and reports on program activities, status, risks, dependencies, and results to sponsors, steering committees, and other affected stakeholders Partners with Program Director to lead the program

Project Manager Role Definition: Who: Responsibilities: The leader of the project team, responsible for day to day activities of a project. Programs may have only 1 or multiple project managers. Who: A project manager with Agile experience who can lead and coach team members Responsibilities: Develops clear , measurable objectives, benefits, and scope Manages budget, costs, risks, issues, dependencies and other aspects of project oversight Leads release, product increment, and product roadmap planning Removes distractions, impediments, or roadblocks to ensure timely progress towards goals Ensures that the team Agile practices are understood and followed by the project team Escalates any project decisions, issues, risks, changes that cannot be managed to Sponsor Created roadmap of service with Product Owner Translates roadmap into product increments and releases for the project team

Product/Service Owner Role Definition: Is primary decision maker for features and functions to be delivered by the project Who: A person in the project’s sponsoring organization who understands the business processes and is authorized to make product/service and process decisions Responsibilities: Defines and communicates the product/service vision Seeks out stakeholders to understand and prioritize user stories (requirements) and maintains them in the product backlog Collects details and resolves issues relating to functionality to refine user stories Participates in release, product increment, and product/service roadmap planning Tests and accepts releases

Scrum Master Role Definition: Who: Responsibilities: A servant leader responsible for helping team self organize, define and evolve agile practices, and manage the work of the project Who: A person who understands Agile framework and can train and coach team members Responsibilities: Partners with the Product Owner to help prioritize user stories and manage pace of work Coaches the team to follow Agile best practices and fosters the team’s self-organization Keeps the team productive and learning Tracks and reports progress (burndown, velocity, product backlog) Participates in release and product increment planning Facilitates regular team meetings (daily, retrospective, demo, sprint planning)

User Group/ Functional Subgroup Definition: Group of functional and subject matter experts advise the project by providing feedback on the project’s solution. This group is not part of the project governance structure but rather part of the project team. Who: Led by the Project Manager a user group contains subject matter experts from impacted/stakeholder groups from central and schools. Frequency: Typically meet monthly Size: Recommended size is 4-10 people Responsibilities: Provides feedback to the project team on the suitability, quality, and effectiveness of the solution Identifies processes and procedures that will need to change as part of launching the solution Evaluates program/project solution(s) for consistency with schools’ strategies, policies, and processes Advocates for project with functional peers

HUIT Project Standards Definitions Project Size Tier /  Size Scope / Risk Estimated Duration Budget (direct costs) Operational Work Repetitive processes / tasks Ongoing & continuous Integrated within fiscal year’s budget Small Simple < 4 Weeks < $50,000 Medium Moderate 1 – 3 Months $50,001 - $500,000 Large Complex 3 – 12 Months or more $500,001 - $1,000,000 Very Large Very Complex 1+ Years > $1,000,000 Definitions: A project is a one-time, time-bound endeavor undertaken to create or evolve a unique product, service or result. Projects come in different sizes and require different levels of formality and governance. A HUIT Project is a project that is undertaken to achieve a HUIT goal. A program is collection of projects that are logically related and managed collectively to obtain benefits that would not be available from managing them individually. A program is treated as a “Very Large” project in the Project Standards.