| Annual, strategic project planning | - Benefits:
- Strategic project approvals and resourcing (instead of FIFO)
- Align projects with annual plan and goals
- Inability to request budget
- Recommendation:
- For this next budget cycle, partner with Anna and finance team to work with service owners on their roadmaps
- Charters for initial approvals this summer
- Approved projects: detailed project plans with resource modeling this fall
- Budget requests for any one-time needs in budget cycle
- What about projects that come in urgently, off cycle? i.e., COVID AH
- Hold back 20% of PM resourcing (what UCSD Health has found effective)
- Risk that one-time funding for resourcing or licensing may not be available
- How much of the operational teams should we also "hold back" for project work, and / or which specific resources?
- Themes for FY24?for FY25-26?
- Start with vision and themes from Annual Retreats with Vince
- Network: planned in more detail on an ~5 year basis; however, sometimes other projects need support
- Webfarm or legacy deprecation?
- Is it more difficult to get budgeting for deprecation? Strategy: plan and request for enhancements, and use existing resources for deprecation
- Bundle deprecation into new enhancements and associated budget requests
- Push service owners to group smaller enhancements into larger requests and make budget requests
- To Be Deprecated (and needed for reclaim)
- Webfarm
- DB2
- Mainframe
- ATS modernization
- New work requests:
- Instructor requests (fka ICPs)
- ex., upgrade the version of Kubernetes in order to support the teaching of a new version
- Use historical data for avg hours spent on this type of work to support budget requests
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Anticipated projects, but charters not yet received: | - 5 Onbase projects, 2 RMP focused
- EVC Collective Impact - implement mechanism to track event attendance w/ one card
- Would be a budget ask for next FY; software and physical devices that are used to scan the onecards; reintegrate back into SAH
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