An IS project is one that is managed by a person employed by IS. The project sponsor and project participants may report to other organizations.
General approach to projects
The remainder of this page provide basic suggestions for organizing projects and how the various tools and templates on this site may be helpful.
IS Projects have different requirements, depending on their size. Assess the size of your project and its specific requirements here.
Begin any project by identifying the desired outcome. Capture, as clearly as possible
Identify a named requestor or sponsor able to verify what you’ve captured. As you discuss your project with your sponsor you will want to further clarify the following:
The point of this activity is to capture the sponsor's expectations in writing so that there is no confusion surrounding what is to be done. Even for small projects, the Project Description Sheet (PDS) can be used to remind you of areas to discuss and clarify. You may skip sections not relevant to your project, and take note of items to be defined later.
Once you know what is to be delivered, gather your technical team to determine how to complete the expected work.
You’ll want to think about project communication: who needs regular updates, how often, and in what format. Every project is different.
Discuss decision making: who should be included in making key project decisions. Small projects often need little more than quick conversations between a few key people, while large projects may require involvement from stakeholder committees or governance boards. A RACI chart may help.
Keep track of project progress on your project and inform interested parties with regular status updates. You will need to supply a way for project participants to keep you informed of completed tasks or issues and prepare participants for upcoming activities. You will also want to establish a spot (such as a shared Google folder, shared drive or Sharepoint site) for shared project documentation.
Regular communcation is critical at this stage.
As the project progresses, take note of changes to scope, schedule and resources and discuss those with your project team and sponsor, since they may require adjusting project costs, milestones or completion dates. Unintentional scope creep is most easily prevented by clearly documenting the original goals and noting when and why adjustments occur during the course of the project.
When your project is completed, review the list of project objectives with the sponsor and project team to verify that they have been met or to obtain agreement about any items left incomplete. Transfer ownership of any ongoing support and maintenance to support teams and service owners, as appropriate.
Finally, you will formally close the project, capture key learnings and celebrate the contributions made by the project team. A project retrospective survey will help with this activity.
The IS project management group is happy to help other IS project managers, and we maintain the project section of this web site. Please contact us if you have questions about managing a project or project information on this site.
Use this page to identify the size of an IS project
General requirements for projects of every size are found on this matrix. Specific requirements for tools and techniques are noted below.
Involves many major deliverables and hundreds of tasks and activities
Special requirements for large IS projects
A focused set of deliverables requiring a significant amount of work
Special requirements for medium IS projects
A series of steps with limited scope and activities
Special requirements for small IS projects
This matrix outlines activities to be conducted for projects of varying sizes and whether those activities are required or optional. If OSU has tools or templates to help with particular tasks, the tools are listed. Please note that requirement is for the listed activity, not for the use of the tool or template.
|Activity||Small||Medium||Large||OSU Tools Available|
|Provide a clear statement of the problem/opportunity and the solution (project outcome)||Required||Required||Required||PDS|
|Develop clear business justification||Optional||Optional||Required||PDS|
|Ensure project is consistent with direction/priorities in the Strategic Plan||Optional||Optional||Required||PDS|
|Prepare budget and review with funding approval authority, if applicable||Optional||Required||Required|
|Document deliverables and significant milestones||Optional||Required||Required||PDS|
|Identify and confirm sponsorship||Optional||Optional||Required||PDS|
|Identify customers, users, and stakeholders||Required||Required||Required||PDS|
|Identify related projects/affected systems||Required||Required||Required|
|Identify high-level project risks||Optional||Optional||Required||PDS|
|Define project measures of success||Optional||Optional||Optional||PDS|
|Develop high level project effort estimate and schedule||Required||Required||Required||PDS|
|Identify completion criteria||Required||Required||Required||PDS|
|Identify the project team||Optional||Required||Required||PDS|
|Define roles and responsibilities||Optional||Optional||Required|
|Determine communications requirements and approach||Optional||Optional||Required||Simple Communication Plan, Support and Communcation Planning|
|Develop and validate requirements/specifications||Required||Required||Required|
|Identify task sequence and dependencies||Required||Required||Required|
|Estimate work effort (detailed)||Optional||Required||Required|
|Ensure time tracking procedures have been established, if needed||Optional||Optional||Optional|
|Identify, analyze and respond to risk||Required||Required||Required|
|Manage project issues||Required||Required||Required|
|Establish process to manage project change (requirements, schedule, etc)||Optional||Required||Required|
|Distribute status updates||Optional||Optional||Required||
|Manage schedule conflicts and resource issues||Required||Required||Required|
|Conduct milestone/deliverable reviews, as appropriate||Optional||Optional||Required||IS project web page, Project Presentation Template|
|Manage vendor relationship, if applicable||Required||Required||Required|
|Manage vendor contract terms, if applicable||Required||Required||Required|
|Develop test plan||Optional||Required||Required|
|Create user and support documentation and procedures||Optional||Required||Required||Support and Communcation Planning|
|Determine training and rollout approach, if applicable||Optional||Required||Required||Support and Communcation Planning|
|Measure and monitor cost progress against the budget||Optional||Required||Required|
|Ensure deliverables are accepted||Required||Required||Required|
|Close out vendor contracts, if applicable||Required||Required||Required|
|Capture lessons learned||Optional||Required||Required|
|Complete post project survey||Optional||Optional||Required||Retrospective Survey Questions|
|Prepare final summary report||Optional||Optional||Required|
|Celebrate project success||Optional||Optional||Optional|
Items marked with * are required for large projects
Used to define the parameters (goals, resources, timeline, deliverables, etc.) of a project
Used to assess support, training and communication needs and create plans from those needs
Used to list to whom, when, how often and what you will communicate
Used for sound-bite email updates to stakeholders, sponsors and other interested parties
For clarifying roles and responsibilities when multiple groups or organizations are involved
Powerpoint template for describing a project in progress
Questions to ask when reviewing a project
Information Services (IS) is implementing Box, a cloud-based file-sharing service, to provide the OSU community with the ability to share information from any device or location. Box also provides robust protection for institutional information, ensures regulatory compliance, and offers collaborative functionality that is scalable to meet changing needs.
The Box Implementation Project supports IS strategic goals of simplification and work and learn from anywhere and any device for students, faculty, and staff. Finally, this project lays the foundation for the upcoming Work@OregonState initiative.
The two remaining deliverables on this project are account deprovisioning and Box group management. Box groups development is underway and is estimated to be delivered during Spring term. Automation of deprovisioning remains on hold.
Account Unification- Reducing the number of Active Directory accounts that a user receives to a single, identity linked, university credential account.
Forestry completed two small unification batches in in February, have none scheduled for March, and have approximately 60 users remaining. Athletics unified their IT staff on 3/13 in preparation for unifying the rest of their accounts. At this point, few accounts outside of Athletics and Forestry remain un-unified.
Migration from Brocade to Netscaler load balancers and adjustment of logging to address security needs.
Phase 1: Hardware migration--move all services from Brocade to Netscaler switches before October 24 (when Brocade HW maintenance expires).
Phase 2: Address security request for more effective logging
Bad known IP blocking now in place. Moving remaining services from Brocade to Netscaler delayed due to resource unavailability (jury duty). Rescheduling remaining migrations.
Complete remaining migrations
Scope phase 2
Deploy a new web-based events calendar system to replace our existing calendar.oregonstate.edu system
Project is in pre-planning definition stage. Currently estimating resource requirements, identifying sponsorship and establishing scope.
Met to discuss sponsorship options. Contacting other schools to determine resource requirements and gather perspectives on scoping and project approach.
Identify product ownership and project sponsorship.
Define scope, schedule and resources.
The development project for a new OSU mobile app was kicked off on 3/17/2016. The project will deliver a student-focused tool that will provide general information services as well as native integration with curricular and administrative systems. Availability of this app will allow students to get more work done via phones and tablets, devices that they increasingly depend on as their primary connection to the internet. The goal of this new service is to improve the user experience for current and prospective students, increase student engagement and retention, and contribute to student success.
The app was released on March 22nd and a message was sent to faculty and staff. The app is currently availale for both iOS and Android. If all goes well, we will begin promoting the app to students in a few weeks.
Deployment of MFA to services is planned based upon insitutional risk. Initial SSO deployment will be for administrative Banner users with the exact scope and deployment plan to be determined.
MFA functions have been installed in development SSO and are working in per user mode. Procedures for user onboarding, device registration, and authentication methods are under review. Discussions are underway with Human Resources regarding mandatory usage for some employees and potential Employee Relations issues.
Migration of IS managed workstations, printers, Academic Technology supported devices, video devices and data centers from Old Core to New Core infrastructure. General campus wide new core migrations are reported as well.
Infrastructure Operations worked with teams from AT, CN, NOS, and Valley Library and completed migration in Valley Library.
Library, Milne and Kerr have a total of 5 old core hosts left. Furman migration is complete. Gilkey, Kidder, and Milam are expected to complete Spring 2017.
The New Core is now enabled in 134 campus buildings.
Deploy software supporting ITIL methodologies and use it to improve business processes and provide IT service to our customers.
Desired results include:
- Clarifying who to contact for support and service requests
- Handling complex service requests without requiring customers to place separate requests to multiple teams
- Reduce unnecessary support interruptions to developers
- Deploy a common, integrated toolset to handle ticketed work throughout IT
Client Services, Server Support Web and Mobile Services, Information Security Office are currently using TeamDynamix. Shared Infrastructure Group, and Identity and Access Management are also utilizing TD, minus e-mail intake.
Enabled client portal to allow customers to view their tickets.
Project Manager switched from Chris Sinnett to John Borwick, TD consultant.
Initial meeting with Academic Technology Directors for the transition.
Meeting with Enterprise Computing Directors scheduled.
On-boarding NOC next.
On-board and train NOC.
Investigate ability for TD to create a ticket/work order in Pinnacle.
Continue work on integration / data load of Buildings and Rooms from Banner/Facilities.
Meet with ECS Directors to explain the data needed for on-boarding and gather as much as possible.
Develop an on-going training program.
Work with TD consultant on the impact of the software release scheduled for April 15th.
Development and deployment of an eProcurement system that will offer an online shopping environment for OSU’s contracted goods and services, while providing simultaneous access to enabled catalogs for searches across multiple suppliers and catalogs. The eProcurement system will cover the entire source to settlement process including: Supplier Information Management, Sourcing and Contract Management, online marketplace, Accounts Payable and Spend and Performance Analysis.
Configuration for the Supplier Management Module is at ~95% and the eProcurement & Accounts Payable Modules are at ~70%. The first of two Focus Group events was held March 7-8, 2017. Focus Group members, which included representatives from Business Centers, Business Affairs and Procurement and Contract Services, provided critical analysis of the current configuration and developed an action items list forto the solution configuration and business processes for identifying key challenges and action items that should be considered in configurations efforts.
In addition to on-going design and configuration meetings, Advisory Group meetings and Executive Steering Committee meetings, engagement activities has included targeted presentations for ITCC, DCA, Cosine IT, and COB. Additional targeted presentations and campus listening session scheduling is in process.
Focus Group I was completed March 7-8, 2017. Generated positive experience regarding the requisitioning, purchase order and supplier management processes. We introduced high-level accounts payable concepts and identified areas for refinement, based on Business Center feedback.
Initial Supplier Enablement calls have been completed with four of our vendors on our target list of vendors to be in place in the system by go live.
We are on track for Total Supplier Management implementation in May, which will allow vendors to self-register and update their information.
Focus Group II in May, to seek confirmation that the system is nearing production readiness.
Draft training plan is under development.
The electronic Research Administration (eRA) project involves three modules, one for managing Conflicts of Interest (COI), one for human research protection (IRB), and one for animal research protection (IACUC, “eye-ah-cook”). The COI module work is about 2/3 complete, IACUC is about 10%, and IRB is about 5%. Have contracted a project manager to complete deploying the COI module, and will hire a permanent project manager to lead the IACUC and IRB modules.
Contracted with an interim project manager to deploy the Conflict of Interest module, with anticipated roll out to campus by July
Hire a permanent project manager to complete deploying the IRB and IACUC modules
Deployment of DocuSign as the Electronic Signature product for OSU.
DocuSign is available for use in Production, with 102 DocuSign users in Prod.
Fifteen use requests have been submitted; and two departments are beginning to use DocuSign to initiate one time signing requests.
BPR (Business Process Reengineering) training will start this week for 24 BPR facilitators; and DocuSign Developer training will start at the end of March.
We have met with the DCAs, the ITCC, the Faculty Senate Executive Committee to inform them about DocuSign. Campus wide forums will start this week.
DocuSign is available for use in Production, with 102 DocuSign users in Prod.
Two departments are beginning to use DocuSign to initiate one time signing requests.
We have met with the DCAs, the ITCC, the Faculty Senate Executive Committee to inform them about DocuSign.
There is a "Promotion to Sender" PowerForm available from the web page; the Sender role is available to anyone within our domain with approval from their supervisor.
The Fifteen use requests which have been submitted will be reviewed.
BPR (Business Process Reengineering) training will start this week for 24 BPR facilitators; and DocuSign Developer training will start at the end of March.
Campus wide forums will start this week.
An application for Promotion to DocuSign Developer will be available from the website this week.
The website has been reviewed and will be updated early in the Spring term.
Begin the design for the use of Grouper to create DocuSign Groups
Begin training another developer to work on the Data Dictionary which has been delayed due to the unavailability of our intended developer
Current business intelligence tools no longer meet the evolving business needs of the University. Thus, the University has decided to move from the current data warehouse solution to Ellucian software products ODS (Operational Data Store) and EDW (Enterprise Data Warehouse). In addition, a new reporting tool will be installed and implemented. BRM (Banner Relationship Management), RAP (Recruiting and Admissions Performance) and SRP (Student Retention Performance) will also be implemented.
Ultimately, Information Services shall implement the new products to ensure our customers have access to consistent, timely data for analysis and reporting. The existing Data Warehouse solution will continue to be supported for the next several years until the transition is complete.
Please see the Business Intelligence Center website for details on the process and timeline.
Please see the Business Intelligence Center website for details on the leadership and team members.
The Canvas Implementation Project is complete, and Blackboard has been retired. Project retrospective and closeout activities were finished in the second week of December. A project summary report has been completed.
IAM continues to create sponsored accounts for departments as requested. The Internet2 TIER Release 1 has been released. After upgrading the currently components, IAM will investigate the included tools for person registrity functions for feature fit and suitability. This work will likely not occur until late summer.
Office 365 is a Microsoft subscription-based offering that allows consumers to work with and collaborate on native Microsoft Office documents (Word, Excel, PowerPoint, OneNote) in the cloud. In December 2013, Microsoft launched the Student Advantage Program, allowing any enrolled student from a qualifying campus to download up to 5 free licenses of Office Pro Plus on a PC, Mac, or tablet. OSU enabled this service for enrolled students in Fall 2014, which at the time, included 1TB of cloud storage via OneDrive for Business. In October 2014, Microsoft announced the same benefit for employees of qualifying campuses while shifting from 1TB to unlimited cloud storage per user account. The project currently aims to enable OSU employees with the same Office 365 resources that students receive, concurrent with a campus-wide account unification project. Employee enablement is happening by college or department, using the following criteria:
After reviewing deliverables, we determined a separate project is no longer necessary and have chosen to close this project.
A supportable enablement process was successfully created. Enablement occurs as campus users meet the requirements for enablement. The remaining deliverables are either not necessary at this time or will be addressed through other projects such as account unification and Box deployment.
Migration of Drupal hosting to the Acquia cloud.
All CWS Drupal 7 sites have been moved from local servers to the Acquia Cloud.
The College of Agricultural Sciences has moved their D7 presence from the CWS hosting environment to the Acquia Cloud.
Outreach and Extension is in the process of moving from the CWS D7 hosting environment to the Acquia Cloud.
100% of CWS Drupal 7 sites migrated to Acquia. AgSci Drupal 7 sites have moved to Acquia. Extension moving this week.
Finish extension move. Spin down local platform.
CORE stands for Co-operative Open Reporting Environment. The CORE project will implement university-wide reports and dashboards for all OSU employees. All employees will have access to CORE reports at some level, based on their job family / job classification. The project will implement a suite of available reports, recreating many of the existing data warehouse reports and create new reports for university wide reporting. The project will implement Ellucian's ODS (Operational Data Store) and EDW (Enterprise Data Warehouse) products for use in reporting. In addition, the project will develop a new CORE Data Warehouse for use in ad-hoc reporting as well as implement a new ad-hoc reporting tool (Jaspersoft). The project will also integrate data from other systems into the reporting tool and the CORE Data Warehouse so more integrated reporting can be achieved.
All major deliverables have been completed. Additional reports and Jaspersoft domains / topics will be done as part of ongoing operations.
Scope of work:
- Conversion of all CWS hosted Drupal 6 sites to Drupal 7 platform and new optimized architecture
- rearchitecture and consolidation of over 500 production sites to around 60 high levels sites with associated subsites (organic groups)
- Work with high level site owners:
A cloud vendor has been selected, and has posted as a sole source bid which should wrap up by the end of the week. The UHDS site has been passed to the client for testing.
The UHDS site has been turned over to the client for testing.
Central Web Services and Interactive Communications are working collaboratively to create a new home page for OSU. In addition to the actual home page this project includes the following elements:
Development is complete and the new home page has launched. Shortly after launch Interactive Communications began work on designs for a new Drupal theme and some accompanying functionality.
IS, in collaboration with the CGRB and College of Engineering, recieved an award from the National Science Foundation (NSF) in 2013 to build a "Science DMZ" . We are now in the process of designing and deploying a network that:
In support of these goals we are acquiring equipment that offers:
Finally, we will be working with various researchers and groups across campus to ensure successful adoption and integration once the environment and associated tools have been successfully deployed.
The core fabric is now carrying research traffic and we are collecting routing performance statistics. Steve Wolbers has started documenting the on-boarding process and is investigating how to approach additional research projects. The draft final report for the grant was accepted by the PI and has been submitted to the NSF.