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ITS service and portfolio process enhancements
May 31, 2018
Last Fall, Information Technology Services (ITS) restructured to bring the Service Management and Portfolio Management Office (PMO) teams together under one leader, with the objective of driving consistency and effectiveness across our operational services and major projects. The combined team, now called the Service & Portfolio Management Office (S&PMO) is working on initiatives that will help us take a step forward in improving our operational processes and project delivery. Some of the items include:
Unified Governance – Currently, projects and services are managed through different and separate governance structures. Projects are “gated” through the Project Advisory Committee (PAC) with financial oversight from the Capital Project Management Group (CPMG). Services changes are “gated” through the Change Advisory Board (CAB), with broad oversight from the Service Management Executive Committee (SMEC). Starting in FY19, these structures will be brought together under a unified governance process that is aligned to the Pillar Structure and contains:
- Gating – The revised Gating Committee will be chaired jointly by the Directors of the Service Management and PMO teams, and will serve as a checkpoint to help ensure proper documentation, design and implementation of both projects and services. “Gates” will be aligned to the phases of the Service Delivery Lifecycle (Service Strategy, Service Design, Service Transition, and Service Operations), with the gate that represents entry to Service Operations serving as the CAB gate. Gates will be facilitated by predefined checklists that help provide consistent structure for each step in the operations and delivery processes. CAB will meet weekly to evaluate proposed changes, and other gates will be scheduled as needed.
- Technology Architecture Committee (TAC) – Chaired by Louis King, and comprised of technology leaders from across campus, this group meets weekly to consider technology architectural standards and opportunities. The committee also provides an institutional technology architecture perspective into the Gating process.
- Service and Portfolio Executive Committee (SPEC) – The existing SMEC will be expanded to include broad leadership oversight to project delivery in addition to the operational services oversight. The SPEC will be chaired by John Barden and supported by his direct reports. The Directors of the Service Management and PMO teams will serve as staff to this committee. The CPMG will continue in its current capacity.
Delivery Methods and Artifacts– This work aims to establish more consistent processes and documentation by which to operate services and deliver projects. Some of the supporting structures will include:
- Service Lifecycle Artifact Templates – Aligned to the ITIL framework, these templates will help Service Owners to document the critical plans and functions needed to support the operation of services more completely and succinctly.
- Project Delivery Methods and Templates – Aligned to the well-known Waterfall methodology, this will provide a “tool-box” of supporting of methods and templates to help Project Managers and project teams in the delivery of projects.
The Next Wave – While the near-term focus is on the delivery and adoption of the things mentioned above, the team is also looking down the road with plans to provide additional capabilities and tools, such as:
- Service Readiness Scorecard – A way to assess the operational readiness of services and service offerings
- Service Performance Scorecard – A way to assess operational performance of services and service offerings
- PM Training – In-depth training to help further the craft of Project Management within IT and the University
- Iterative Methodology Methods and Templates – A project delivery approach modeled on iterative delivery concepts
Interested in learning more about these changes? Look for awareness training this summer.
If you have additional questions or suggestions, please reach out to Marc Ulan.