Project Portfolio Management at Georgia State University Randall Alberts, PMP, SSBB

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Project Portfolio Management at Georgia State University Randall Alberts, PMP, SSBB

Copyright Randall Alberts This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

Introduction Georgia State University –Located in downtown Atlanta, Georgia –Approximately 35,000 students –Central IT staff with 185 employees –Some distributed IT staff in the colleges

The PMO’s Arrival Prior to 2003 – no Project Management Office (PMO) New CIO – new directive to build a PMO Started with Sr. Project Manager Hired one, then a second project manager Worked to gain PMP certification for all Project Managers

What is a project? PMI’s Definition –A project is a temporary endeavor undertaken to create a unique product, service, or result Problem? –Could be many items we are working on –Patch vs. Network Upgrade

Georgia State Project Definition Must meet at least one of the below Criteria: –Greater than 80 person-hours to complete –Cross Departmental resources –High visibility for university –Expense other than personnel time (including equipment, software, contractors, etc.)

Project Approval Process Project Charter –Developed by customer and IS&T –Have a long and short form Entered into project tracking system –vPMO from Level 5 Partners PMO handles verification of charter Charter gets locked for approval and ranking

Project Ranking Spreadsheet Model developed based on model at Educause –v1 – completed by IS&T Directors Excel spreadsheet Answer choices determines project score Calculate to 100 point scale –Problems with v1 Where was customer input IT was determining customer priority

Project Ranking v2 CIO developed a IT Steering Group made up of Provost, Associate Provosts and Vice-Presidents Group given direction to prioritize projects and set project direction for IS&T Edited spreadsheet to better align with University Strategic Goals

Spreadsheet Model Asks multiple choice questions that gives a numerical score based on answers to questions –Strategic Goals supported –Is Project Required? –Is the Timeline Flexible? Spreadsheet has a max of 60 points, but scored on a 100 scale

Project Rankings Once projects are ranked, they are then listed highest to lowest Grouped into 3 categories –High –Medium –Low When new projects are added, all projects below are moved down

High Priority Projects High –Top Ten Ranked Projects –Available resources would be applied to these projects to meet the defined project timeline

Medium Priority Projects Medium –Next 15 Projects –On these projects IS&T would work to meet the defined deadlines, however their timelines may slip depending on the resource needs of the higher priority projects.

Low Priority Projects Low –Projects 26 and above –These projects may get some work cycles applied if available, but only if the resources were not needed on higher priority projects or on operation and maintenance tasks

Project Closeout When projects are completed, a final status report is entered into the project management tracking system Project closeout through ITSG When project is removed projects move up one slot

Questions?