Health IS PMO and Campus ITS PMO Sync

Apr 20, 2023

Definitions/drawing a line between CI and projects

• CI/optimization

  • Request comes in

  • Transformation group consults

  • Handed to operational PMO

• Strategic plan

  • if project over 2.5k hours, included on plan

  • includes the highly complex that may not be that many hours

  • throughout the year, the optimization and smaller projects come in

    • intend is for the SOs (directors in health) to take these to their governance; friction in saying no

      • issue is the SOs would say yes if the other teams werent ready (traffic jam)

      • “bigger than we thought it was, need a PM” - same issue we have

Roadmapping and strategic planning

Flow:

• big push around May and June, to get on the list

• quiet in the summer

• tons of new requests in the fall for things SOs realized they missed

• need to cut existing roadmap projects to allocate new, resistance to cutting

  • overallocation, no decisions made on what to cut

Strategic planning process

• Former CIO was pushing for this, and was the big push that Nicole did

• Chris did a call for projects, cleaned up the whole list

• based on capacity, voted on projects (shark tank style)

Dynamic project rating

• Holding back 15k project hours (applying standard project ratios to estimate team hours (i.e., QA, dev, etc.)) and some funding

• One dedicated PM resource to handle off cycle project requests; this PM will scope and estimate these projects

• PMO objectively scores the projects based on the assessment

• takes the scored list to governance and governance then real-time scores the projects

• PMO then puts into a ranked list, and the top make the list

• complexity rating is based on funding needed, number of teams, who is requesting it (if stakeholder is engaged or not), number of interfaces, vendors (if vendors are involved, more complex, since vendors over sell)

Scoping

• Assessment → when completed and if approved, project

• when the assessment complete, presented to PMO and other key stakeholders for endorsement (or not) of becoming a project

• depending on funding, may need to wait and put it on the strategic planning project roadmap

Saying no to projects

• Usually “no, but” and a piece gets done

  • Part of scope or different approach to solve the business need

• Or, lives in backlog

• during Covid, did pause projects, restructure scope

Pet projects

• Usually starts as non IT, and then IT gets brought in

Oct 2, 2023

Health tools

Clarity PPM

• $23/person/month – full

• $14 - restricted

• 700 licenses - View only $1k

Health AI program

Agile

• Not doing agile: No dedicated project teams, no daily mtgs with customers

• (similar to ITS)

CHI (center for health innovation)

• Is doing WAgile

  • Agile lite training in two weeks

• Map out full timeline

  • Know what the deadlines are

  • Execute in sprints, but the sprints are tied to deadlines

Jan 16, 2024

Review portfolio of projects that are in flight or expected and flagged for Requiring Health coordination

https://its-pro.ucsd.edu/issues/?filter=21052

• Discussed that some of these are health business coordination, not just health IT coordination - want to keep on the list for awareness, as IT does occasionally get brought in at the 11th hour by the biz

• Within the list, flagged:

  • Higher risk

    • Shib

    • PCI

  • More info needed

    • ORCID - are there systems on the health side that need modified for this? Or would health be a resource on the campus led project?

    • ESR and Health – OnBase, SIS, Continuity Planning

  • Secrets (contingent on budget)

    • Flagged Phillip to include Health for awareness, as could be an opportunity for cost optimization

Portfolio

https://tableau.ucsd.edu/#/views/PPMODashboard/OpenPortfolioDetail?:iid=1