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UNC CAUSE 2010, Wilmington NC
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Right-sizing project management and tracking
Joel DunnGloria Thornton
Laura Young
UNC GreensboroNovember 10, 2010
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Why is it hard to pick a project tracking/management system?
Some methods are too small and simpleSome methods are too big and complexYou need to seek out a method that’s just right for the requirements and culture of your institution
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History at UNCG...we’ll walk you through the
steps
No systemFirst stepsComprehensive enterprise project management systemPurpose-built system for UNCG
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Why is it hard to pick a project tracking/management system?
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It’s somewhat like the story of the 3 bears...
Images from http://openclipart.org
But before the three bears...
We had:No systemProject management by intuition, guess and luck!
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First steps: My porridge is too cold...
Rudimentary project time trackingSome useful information for retrospective analysisDidn’t help with managing expectations on what we could do whenSo, let’s kick our game up a notch!
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Comprehensive system: My porridge is too hot...
Planview selected after careful reviewCapable and powerful
...yet complex and didn’t match business processes for project lifecycles
Frustration!Not used in all work teamsIncomplete data reinforced the frustration
Client concerns, questions about value of tool and value of project management
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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
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The result:
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Sidebar: IT Governance at UNCG - committees
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Sidebar: IT Governance at UNCG - committees
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Administrative Systems Committee
DSC ASUG ASTG
ASSC•DSC = Data Standards Committee•ASUG = Administrative Systems Users Group•ASTG = Administrative Systems Technology Group•ASSC = Administrative Systems Security Committee
Future direct reporting of ASSC to ASC
Timetrack methodology
Focused on the reports we need to give our administrative computing governance groups to support their decisionsDetermine meaningful granularity of information
Divide IT work efforts into modest number (15-20) of skill-sets relevant to clientsEstimate hours that can be allocated to “scheduleable” projects (net of maintenance, patches, break/fix, etc.)
Infrastructure project requirements reservedInstitutional project requirements reserved
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Timetrack methodology
Don’t starve the small work effortsHold some hours in “small project” reserveThese work efforts <80 hours, only one or two skill-setsDon’t need full methodology or project manager
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Timetrack methodology
Don’t allocate all hoursHold contingency reserveOnly allocate 1/2 to 3/4 of remaining hours; hold until mid-year review and “true up”
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Results...Rationally predict what projects can be done in a given yearCommunicate 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
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Timetrack
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Overall view of resources (skill-sets)
Timetrack
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Project list, for use by divisional coordinator
Timetrack
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Point-in-time view of individual project, for use by project manager, resource manager, or divisional project coordinator
Timetrack
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Time entry, for use by project resource
Timetrack
Demo and discussion
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