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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