Page Comparison

• 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 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

Rollout

• Communication
  • PMO
  • Informal at Project CoP
  • ESLC mtg
  • Service management COP
  • SOs and Manager's email
  • presentation at SO/Manager's mtg (Sept)
  • all ITS email
• Part of decision process for projects is recurring/carrying costs, in addition to one-time costs
• Who is the beneficiary? Associate with the budget ask
• For budget, require SO roadmaps
• Vision
  • Focus and organizational priorities: automation and innovation, customer support, reducing/resolving tech debt
  • Two customers: ITS internal (infra, tech debt, equities, resources) and customer facing roadmap
    • For either, if you need additional resourcing, licensing, budget, PM, BSA, x dept work - make sure you have charter
    • Or if the work will increase the carrying costs / run rate, but doesn't have one-time costs

Andreas - model for how he presents tech debt to governance

All hands - show examples of planned work and unplanned work

Detail what people need to do when: WIFM, during budget process, we are missing info and things don't get funded; this helps ensure projects are appropriately budgeted/resourced

Review/update project charter and project submission process: 3 steps (sparkle in your eye with base criteria, full charter, full project plan)

Anticipated projects, but charters not yet received: