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Colleagues,
 
I am collecting ideas around best practice for the prioritization of systems development projects and priorities. The specific challenge I have at the moment is the prioritization / ranking of a variety of ERP related requests, issues, etc. However, I would hope that such a model would be flexible enough to utilize for any IT related projects and requests. I would also expect that the output of the process could be used to provide recommendation to an IT governance group.
 
Does anyone have an effective model/process in place that they would be willing to share ? I would welcome any documentation you have to offer.
 
regards,
 
 
 
 
 
 
 
 
 
 
 
John McGrath
Chief Information Officer, Grant  MacEwan University, Edmonton, Alberta, Canada
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My Director of Information Systems has developed a very interest scoring system that takes into account all types of factors such as cost savings, scope of work, impact of project on institution, legal requirements, cabinet or VP initiatives and other more discretionary factors. When a project is determined to be a project and not a support item, the project goes through a preliminary scoping process. This discovery process allows us to better score each project. Every semester, all the projects with their scores are brought to a Administrative Computing Advisory committee. This committee makes their adjustments on priority and ITS determines how much development resources is available. Once the recommended priorities passes this committee, the list is submitted to the Cabinet for final approval. God bless, Sam Young Chief Information Officer Point Loma Nazarene University Individualization ~ Achiever ~ Learner ~ Belief ~ Activator ________________________________ From: John McGrath Reply-To: The EDUCAUSE CIO Constituent Group Listserv Date: Tue, 18 Oct 2011 21:16:23 -0700 To: "CIO@LISTSERV.EDUCAUSE.EDU" Subject: [CIO] Prioritization Models / Methodology Colleagues, I am collecting ideas around best practice for the prioritization of systems development projects and priorities. The specific challenge I have at the moment is the prioritization / ranking of a variety of ERP related requests, issues, etc. However, I would hope that such a model would be flexible enough to utilize for any IT related projects and requests. I would also expect that the output of the process could be used to provide recommendation to an IT governance group. Does anyone have an effective model/process in place that they would be willing to share ? I would welcome any documentation you have to offer. regards, John McGrath Chief Information Officer, Grant MacEwan University, Edmonton, Alberta, Canada ------------------------------------------ mcgrathj@macewan.ca www.macewan.ca www.ecampusalberta.ca --------------------------------------------------------- [cid:3401817859_309442] This communication is intended for the use of the recipient to which it is addressed, and may contain confidential, personal, and/or privileged information. Please contact us immediately if you are not the intended recipient of this communication, and do not copy, distribute, or take action relying on it. Any communication received in error, or subsequent reply, should be deleted or destroyed. ********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/groups/. ********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/groups/.

I’ve run a large number of Higher Education IT Prioritization/Strategic Planning projects utilizing a methodology based on the concept of Value Assessment, researched by Marilyn Parker in her 1989 book, Information Strategy and Economics: Linking Information Systems Strategy to Business Performance. This framework has been used in many ways, but I find it extremely useful for providing a highly transparent process for identifying and prioritizing potential projects. The prioritization process documents:

-          The top priorities for the institution (taken from strategic plans, executive interview, accreditation submissions, etc., weighting their relative importance

-          The top outcomes that are valuable to stakeholders (taken from faculty, students, staff workshops, weighting their relative importance

-          Standardized project definitions that define, in user words, what the project is about, the tangible and intangible costs and benefits, along with business and technical risk (one page document – nothing fancy)

Once these documents are complete, then you take each potential project and score its ability to support the success of each of the priorities and outcomes. The final scores for all of the potential projects show which projects are more important to the institution and to its stakeholders.

I’ll send you a discussion document with examples – hopefully, it gives you some ideas you can feel free to use.

Thanks!

******************************************
Charlie Moran
Sr. Partner

1215 Hamilton Lane, Suite 200
Naperville, IL  60540
877-212-6379 (Voice & Fax)
Website: 
www.MoranTechnology.com
******************************************
P Please consider the environment before printing this email...

 

A very long time ago I developed one that has sort of become a basis of my decision making to this point. It’s really quite simple.

Students first, larger number of students second. - So a project that  is going to provide a service to all student is weighted higher than one that is going to help the Treasures office. One that will impact all biology majors weighted above one that impacts one biology course. Then put together a cross functional team to evaluate and rank the projects, so IT is not making the decisions.

Manage the nook and cranny time. Nook and cranny time - fit small project in between “down times (scope development, testing) in larger ones.”

Worked well. Need to develop a mindset about these things… Usually too much “development” - One final story. When converting from one ERP to another, we counted the number of reports that were written and then looked at how frequently each was run….Probably 75% were run once maybe 3% were run regularly. This was before slick report writers, so a lot of development time was spent for little benefit.

Best, Rob

 

Dr. Robert Paterson

Vice President, Information Technology, Planning & Research

Molloy College

Rockville Centre, NY 11571

516-678-5000 ex 6443

 

John, Have you looked into concepts around Agile methods (i.e. Agile Project Management)? Best of luck, Patrick || |||| ||| || | | || ||| || ||| || | | ||| || ||| || Patrick Masson Chief Technology Officer, UMassOnline The University of Massachusetts, Office of the President 333 South St., Suite 400, Shrewsbury, MA 01545 (774) 455-7615: Office (774) 455-7620: Fax (970) 4MASSON: GoogleVoice UMOLPatMasson: AIM massonpj: Skype Web Site: http://www.umassonline.net Blog: http://www.umassonlineblog.com
Hi all, There seems to be a lot of interest in our model. I've asked my director to sanitize our spreadsheet and provide it to those who asked. However, we are currently at Educause so please be patient. God bless, Sam. Sent from my iPad
I am working on a ten year master plan to create sinking funds for major technology projects.

To determine the distribution of hardware and software Bowdoin uses an allocation process called CAP. Information is listed below.


For smaller staff and faculty projects Bowdoin use a process called TAP.

http://www.bowdoin.edu/it/tap/index.shtml

Student projects and research is funded either out of the Gibbons Endowment or determined by a  CIO student advisory committee. Additional student funding for projects can come from the Bowdoin Student Government.

CAP has been around about 8 years
TAP 5 years
CIO student committee 5 years
Gibbons about 10 years.

It is very transparent and no one has requested an alternative path for funding projects.


Mitch Davis
CIO 
Bowdoin College

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/groups/.

Mitch,

I have been very impressed with Bowdoin's IT approach and appreciate you sharing these.

Two questions arise in looking at TAP? 

1. It appears you have one date, April 30, for submitting TAP requests. My community wouldn't accept waiting months to submit a request. Do you get push back on this once a year submission date?

2. How do you determine the threshold for small projects that go through TAP and larger projects that might use some other process?

jack


John,

 

We had the same type issues – along with a mandate for some project management procedures – and we also needed a process to manage project induction…especially when projects related to grants show up!  To help with this we setup a Project Board that helps govern our projects and the prioritization of those projects. The Project Board is composed of Cabinet members, the budget director, grants coordinator, procurement director, and project management lead – and we review all projects that have a technology component. The Board has now been running for almost 18 months, and has worked really well. Cabinet members are aware of projects and understand the workload IT has, and we get input from the grants and procurement areas before things start happening.

 

On the prioritization – we developed criteria that first determine how important the institution believes the project is, and whether it meets strategic goals or federal mandates. Once this is determined we add a second layer of values that add in cost and time to the equation. The idea behind this two stage approach is that if a project is strategically important, then items like costs and resources should not lower the priority.

 

Attached are the criteria and the values we use, along with the point values assigned. The numbers in red for each category are the weights – so a federal mandate would have a higher weight than the ROI.  We also allowed multiple answers in the first two criteria, which has the potential to really sway the prioritization. Note that schedule flexibility and technology used have weights of 0 – but we leave them on the sheet and collect the information just to have. The values and criteria were determined by the Project Board for VCCS – but do provide a great place to start.

 

The math for the prioritization is simple – but we have developed a spreadsheet that help with this, and also calculates risk and complexity (based on a separate set of questions) to determine the level of project management applied. Let me know if you would like a copy and I will be happy to share.

 

Hope this helps!

 

Joy :-)

 

Joy A. Hatch, Ph.D.  

Vice Chancellor, Information Technology Services

Virginia Community College System

   

 

 

I would like one … trying to determine at what values projects are funded or dropped ___________________________________ Charles Keeler Mitchell College Office of Information Technology Chief Technology Officer (860) 701-5254
All--

We've struggled with this over the years as well and did a NERCOMP presentation a few years ago about our system.   Here's our current Governance Charter that calls for an Enterprise System Advisory Committee which will use the attached the IS Project Request Form and Priority Determination Matrix to help determine relative value of a project, administrative or Web. (Actually this form is under revision as we are adding time-for-project-completetion" information to the criteria.)  We allow a good amount of subjective analysis by our AVP for Enterprise Systems, and other administrators, to lead the college in determining (and completing) key initiatives, regardless of their score.   The Steering Committee oversees annual progress toward support of the college's strategic priorities.  

I'll be happy to answer questions off-line.  

Good luck.

Lee

+++++++++++++++++++++++++++++
W. Lee Hisle
Vice-President for Information Services
  and Librarian of the College
Connecticut College
New London, CT
(860) 439-2650
www.conncoll.edu/is


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