Because new information technology services appear regularly on the University’s computer networks, it might be easy to take these updates for granted. However, the people at Computing and Communications Services (CCS), who create and install these functions, know that a structured and managed approach is essential in their work.
In 2002, CCS created the Project Management Office (PMO) to ensure that anyone who requests a new IT service (e.g., administrative application) has a very clear understanding of what it takes to turn that idea into a reality.
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Hotte’s perspective on these changes was shaped by her work on a master’s degree in Project Management, which she completed in 1999. When she saw CCS facing a growing list of possible projects, she concluded that a common project management methodology would be necessary. The PMO defines and implements that methodology for CCS.
“It’s a culture change,” says Hotte. “CCS staff and its clients need to understand that project management is a process with distinct phases (initiation, planning, execution and control, closeout). It integrates many concepts defined within the Project Management Book of Knowledge from the Project Management Institute.”
Three of those concepts—time, scope, and cost—are intimately related to one another. Change one, such as enhancing the functionality of a new application, and you will undoubtedly increase the cost of the work and the time it takes to complete it.
For just that reason, the PMO requires any new project submission to have a clear sponsor and champion, who will be responsible for balancing these concepts, seeing the work completed, and taking responsibility for the results. With this approach, the terms of a project are clearly defined, and everything needed for its success are in place from the beginning.
“What is the most important is communication,” Hotte adds. “Make sure that all project participants are well informed during the project life cycle and also that they understand their roles and responsibilities.”
For the 2004-2005 budget year, the PMO is overseeing 189 different projects, almost three quarters of them covering initiatives such as applications development, maintenance services, and technical infrastructure. The rest fall under the category of voice and data communications services, including mainly infrastructure and operational projects to improve CCS services.
