2023-06-21, 2023-07-12 Meeting notes

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 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:

• 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