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Excerpt

What is a Project?

A project is the work performed by an organization one time to produce a unique outcome. Projects are defined as unique, temporary endeavors with a specific beginning and end.  It is unique because the work result is different in one or more ways from anything the organization has produced before.  Examples  Examples of a project include:  

  • Developing or launching a new software application

  • Performing an assessment of current processesTransitioning to a new infrastructure platform

All new projects are reviewed by the PPMO Director and ITS Senior Management Team for approval and prioritization. Once initiated, Projects follow the ITS PRO Ontology for tracking project effort and deliverables.

What is not a Project?

All other work is considered to be

  • Service operations work, namely the ongoing set of activities that sustain the organization

. 

  • . Operational work does not require estimation, but teams are welcome to build out tasks with estimates for their ops work if desired (recommended if targeting a date, i.e., for an upgrade ). Examples of ongoing operations include:

    • Maintaining an established service with user support, critical upgrades, and patches

    • Resolving issues and trouble-tickets for existing services

Categorization of Work

Since all work and/or efforts performed within an organization are characterized as either operations or projects, all of the costs of an organization must be distributed to either operations or projects. We call these work categories Mandatory and Discretionary work. Mandatory effort represents operational activity and basic service delivery. Discretionary effort represents all other work, namely one-time project work.

All effort will be categorized into these areas and managed via the ITS PRO platform.

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  • Enhancements and continuous improvement work, as part of an existing service. This work is typically highly repeatable and can be done within the service team’s existing resources, but goes beyond just keeping the lights on. Enhancements often come in as customer requests via SNOW, or are recommended by the service team as part of continuous improvement. In order to meet the needs of our fast-

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  • paced environment, these small requests

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  • do not

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  • go through the formal project review and chartering process.

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  •  As a best practice, the enhancement workstreams should be managed and prioritized by the service area's governance body

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Getting a Project Started

Formal projects start with discussions at campus IT Governance or Advisory bodies, and leverage a standard process, the Project Lifecycle. The first steps include working with key stakeholders to define why the project is needed and the value that this project will bring. This is defined by filling out the Charter TEMPLATE.

Once approved, requesting a project space or a project to be added to the ITS Portfolio is as simple as sending the completed charter to itsproject@ucsd.edu.

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  • , ideally in sync with the annual planning and budgeting process, in case any of the enhancements are large or risky enough to warrant a formal project. Enhancement work requires estimation. Examples include:

    • Releasing a new configuration

    • Automation of an existing process

  • Administrative overhead ("SVCOPS" in ITS-PRO). Examples:

    • Sick time and vacation

    • General ITS meetings

    • HR and financial planning

    • Professional development

Please note that all work - projects, enhancements, operations, admin - is tracked in ITS-PRO.

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