The campus projects list provides a current and comprehensive listing of all Technology Services projects. The list is intended to provide transparency and visibility for all project work, including the status and health of your project. You can view, search and filter and sort on any of the columns.
The campus project list provides the following benefits:
- Serves as a repository for Technology Services project information
- Helps Technology Services prioritize what needs to be done
- Provides estimated project time-lines
- Provides awareness of how many projects Technology Services has in progress
New Project List Coming Soon
A project is defined as:
- A unique endeavor (not repeated)
- A distinct beginning and end
- Defined by specific deliverables
- Conducted by a temporary team that exists to complete the work
- With a project manager responsible for its success
- Defined by identifying its starting point, the goal/objectives sought, and the route between them
Project Sizing Criteria
|Technology Services Project Classification - Sizing Matrix|
|Project Size||Effort Hours|
|Small||80 - 499|
|Medium||500 - 4999|
A second factor that may influence project size is the experience of the project team. If the project team is very experienced in this type of project, you might allow them to manage larger projects as medium projects. On the other hand, you may ask an inexperienced project team to execute a 2000-hour project as if it was a large one, since they may need more structure.
A third factor is the complexity and business criticality of the project. For example, you may want to manage a 1000-hour project as if it were large if the project is extremely critical to the business. Alternatively, you may want to manage a 1500-hour project as a small one because your team has executed two similar projects before, and therefore it seems to be low risk.
The Run-Grow-Transform Model
The PMO is categorizing Technology Services projects using this model in an effort to identify the types of projects we are working on and the value impact of our investments. This model serves to improve the budgeting process.
Covers the general day to day expenses of keeping the IT infrastructure running. Actually, this is your “SIB” (“Stay In Business”).
Covers the expenses for expansion of services or growth of the company. This budget aims to help the organization introduce new capabilities or improve existing ones.
Covers the costs made to change your nature. These initiatives might seek to identify, for example, the right technologies for new organizational capabilities; fundamental changes to business processes; or a new product or service offering.