UNC CAUSE 2010, Wilmington NC

1. Right-sizing project
management and tracking
Joel Dunn
Gloria Thornton
Laura Young
UNC Greensboro
November 10, 2010
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2. Why is it hard to pick a project
tracking/management system?
Some methods are too small and
simple
Some methods are too big and
complex
You need to seek out a method
that’s just right for the requirements
and culture of your institution
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3. History at UNCG...
we’ll walk you through the
steps
No system
First steps
Comprehensive enterprise project
management system
Purpose-built system for UNCG
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4. 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

5. But before the three
bears...
We had:
No system
Project management by intuition,
guess and luck!
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6. First steps: My
porridge is too cold...
Rudimentary project time tracking
Some useful information for
retrospective analysis
Didn’t help with managing
expectations on what we could do
when
So, let’s kick our game up a notch!
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7. Comprehensive system:
My porridge is too hot...
Planview selected after careful review
Capable and powerful
...yet complex and didn’t match business
processes for project lifecycles
Frustration!
Not used in all work teams
Incomplete data reinforced the frustration
Client concerns, questions about value of tool
and value of project management
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8. 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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9. The result:
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10. Sidebar: IT Governance
at UNCG - committees
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11. 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

12. Timetrack
methodology
Focused on the reports we need to give our
administrative computing governance groups to
support their decisions
Determine meaningful granularity of information
Divide IT work efforts into modest number
(15-20) of skill-sets relevant to clients
Estimate hours that can be allocated to
“scheduleable” projects (net of maintenance,
patches, break/fix, etc.)
Infrastructure project requirements reserved
Institutional project requirements reserved
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13. Timetrack
methodology
Don’t starve the small work efforts
Hold some hours in “small
project” reserve
These work efforts <80 hours,
only one or two skill-sets
Don’t need full methodology or
project manager
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14. Timetrack
methodology
Don’t allocate all hours
Hold contingency reserve
Only allocate 1/2 to 3/4 of
remaining hours; hold until mid-
year review and “true up”
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15. Results...
Rationally predict what projects can be
done in a given year
Communicate 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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16. Timetrack
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Overall view of
resources (skill-
sets)

17. Timetrack
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Project list, for use
by divisional
coordinator

18. Timetrack
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Point-in-time view
of individual
project, for use by
project manager,
resource manager,
or divisional
project coordinator

19. Timetrack
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Time entry, for
use by project
resource

20. Timetrack
Demo and discussion
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