1. IT Project and Portfolio Management at WVU
Sid Morrison, CIO and Associate Provost
Amy Baker, CTO
Bob Haring-Smith, Project Portfolio Coordinator

2. Project Management, circa 2000 Problems
Lack of coordination and control
Users had little or no responsibility
OIT was held accountable for things beyond our control

3. Project Management, circa 2000 Solutions
Directives
Oversight Committee
Project Management Office

4. Project Management Tools
Resources, resources, resources
Better planning for and execution of resource allocation drove . . .
Decision to obtain portfolio management system
Choice of system (IBM’s Rational Portfolio Manager)
Focus during implementation of the system
Scheduling of projects

5. Project Approval Process
Round 1: Who cares, and Why?
Champions and Proposers
What impact will project have?
What risks will it mitigate?
How does it fit the university’s goals?
Round 2: How, and how much
High level plan
Resource needs (financial and human)

6. Future Steps for the PMO
All PMs utilizing the Project Portfolio Management System
Project Management services and training offered to campus
Continue to work with AAIMS to refine administrative process

7. For More Information
Project proposal forms and other information about the approval process and the project management office are available at

8. Questions
How are projects managed on your campus? Do you have a means for analyzing your whole portfolio of projects?
Do you have a project management office? What services does it provide?
Who establishes priorities for IT projects on your campus?

9. Questions (cont.)
How do you ensure that IT projects carried out within a subunit don’t duplicate (or work at cross purposes to) similar efforts elsewhere on campus?
When an IT project is carried out for the benefit of a particular office on campus, how are staff from that office incorporated into the project team? In particular, who manages the project?