Project Management

Starting IS Projects

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.

Defining and organizing

  Begin any project by identifying the desired outcome.  Capture, as clearly as possible

  • What is to be accomplished
  • By when
  • At what cost

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:

  • Roles and responsibilities.  You can find project roles and terminology described here. 
  • Stakeholders—who else needs to be involved?  If multiple groups need to be consulted or informed, a RACI chart helps clarify interactions.
  • Scope
  • Business case
  • Risks and dependencies
  • Funding
  • Deliverables
  • Flexibility of scope, schedule and resources
  • How to assess completion and success
  • Long term ownership

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.

Planning

Once you know what is to be delivered, gather your technical team to determine how to complete the expected work.

  • Outline the sequence of events and people involved to accomplish the objective
  • Get high-level estimates of time and effort directly from the people who will be performing the work.
  • Take note of any key milestones, deadlines and major events.
  • Identify potential risks and dependencies.  Risks that you feel are very likely to occur and have significant impact will benefit from proactive planning.
  • Clarify major handoff points.  When one activity is completed, to whom should it be reported?

You’ll want to think about project communication: who needs regular updates, how often, and in what format. Every project is different.

  • You can see a sample project communication plan here
  • It’s a good idea to ask your project team and sponsor how they want to receive and send communication: Email? Regular meetings? A shared document?
  • Don’t assume people know about their task assignments, who to notify when they’ve completed a task, or much about your project at all.
  • If you’ll be speaking to groups about your project, a slideset providing context about the project’s purpose and status is helpful.  A slide template is available here.
  • Larger projects also involve more communication and may involve marketing, support coordination and training. A template for assessing the type of communication, training and support needed and the information that needs to be conveyed is available here.

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.

Tracking Progress

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.

Managing Change

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.

Wrapping Up

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.

Help!

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.

Determining the Size of IS Projects

IS project sizing

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.

Large Project

Involves many major deliverables and hundreds of tasks and activities

  • Generally takes 6-24 months
  • Generally involves a major change to one or more services (creates, retires or significantly alters an IS service)
  • Impacts all or large part of campus
  • High risk and complexity
  • Requires learning new skills or implementing new technologies
  • Multiple stakeholders with varying objectives
  • May involve one or more sub-projects
  • Cross-functional core team
  • Requires a full time project manager and a sponsor at an appropriate level
  • Typically requires a full complement of project management tools and techniques

Special requirements for large IS projects

  • Assigned to a named IS project manager
  • Assigned to no more than one sponsor
  • A Project Data Sheet (PDS) must be
  • Project status must be updated on the IS project web page at least monthly
  • Project managers must participate in monthly project reviews with IS directors
  • Upon completion, a project retrospective must be conducted and learnings captured

Medium Project

A focused set of deliverables requiring a significant amount of work

  • Generally take 3-6 months
  • There may be multiple stakeholders who are generally in agreement on project goal
  • Some unfamiliar work may be involved
  • Involves a small team of individuals
  • Moderate risk and complexity
  • The project leader role is typically part time and may be played by a technical contributor, with assistance from a sponsor
  • Benefits from a project description document and organizational tools

Special requirements for medium IS projects

  • May be tracked at a departmental level
  • Project Management tools and templates can be used as desired and if helpful

Small Project

A series of steps with limited scope and activities

  • Generally of short duration (<3 months)
  • Normally there is only one deliverable and one major stakeholder
  • Typically require 15-20 tasks to complete
  • Typically involves familiar work and extending functions or features (does not involve learning new technologies)
  • Low risk and complexity
  • Typically lead by a technical contributor and involves limited project management or planning tools

Special requirements for small IS projects

  • May be tracked at a departmental level
  • Project Management tools and templates can be used as desired and if helpful

Project Responsibilities Matrix

Project Responsibilites Matrix

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
Planning
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  
Executing
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

Update emails

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  
Closing
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  

Project Terminology

Terminology Used in IS Projects at OSU

Milestone

  • A milestone is a reference point marking a significant step or event in the course of a project
  • Milestones are frequently used as checkpoints to mark and assess progress

Project

  • Activity to accomplish an outcome or step towards a strategic initiative.
  • A project delivers a desired quantifiable result within a specified budget according to schedule
  • Once a project's goal is met and the specified result is delivered, the project is complete and ends
  • Projects involve a team (not an individual activity)
  • They are unique activities--not routine or ongoing operations
  • They have a defined beginning, list of deliverables and end
  • The end product must have the potential or capability to add defined business benefit
  • Project begins with approval of scope/schedule/resources and ends with acceptance and closing
  • 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
  • Project size definitions

Project Manager

  • Project managers manage and track the execution of a project
  • They work with the project sponsor and key participants to ensure the project is clearly defined, the goals are understood, the resources are sufficient and the timeline is achievable before the project is launched
  • They establish the sequence of required steps
  • They coordinate the resources and track and communicate progress towards goals
  • They provide recommendations and escalate changes and threats to the scope, schedule or resources of the project to the project sponsor
  • They ensure project goals are met
  • They transition delivered solutions to long term owner/support

Project Participants

  • Perform one or more tasks in support of a project
  • May or may not attend project meetings or be regular members of a project team

Sponsor

  • Project sponsors define and support, project managers execute
  • A project should have only one sponsor (multiple sponsors = conflicting definitions and direction) but may have many stakeholders
  • A project sponsor should be at a sufficiently high level to obtain necessary resources and organizational commitment and to handle project-related negotiations and business decisions.
  • A sponsor negotiates agreement on scope with key stakeholders and has the final say on project scope and objectives
  • A sponsor defines the boundaries  of the project
    • What is to be done
    • By what time
    • With what resources
    • Why it is necessary and what it is in support of
    • What will happen after the project is complete (long term support, funding and ownership)
  • Sponsors obtain necessary funding and resources
  • Sponsors work with the project manager to understand proposed changes to the scope, schedule or resources for a project, and approve such changes
  • Sponsors handle escalations and challenges to the project
  • Sponsors approve the project launch and confirm that the project goals have been met upon project completion

Stakeholders

  • Stakeholders have a vested interest in the outcome of a project and a voice in project scope and objectives
  • They are consulted by the project sponsor on project scope and scope changes related to their area of interest
  • They are informed about project progress by the project manager or sponsor
  • They contribute project requirements and expectations
  • They generally can allocate resources and set priorities/speak on behalf of their organization

Task

  • A defineable step or activity to be completed
  • Projects are comprised of a series of tasks

Resources for Project Managers

  Items marked with * are required for large projects

Project Data Sheet (PDS)*

 Used to define the parameters (goals, resources, timeline, deliverables, etc.) of a project

Support and Communication Planning

 Used to assess support, training and communication needs and create plans from those needs

Simple Communication Plan

 Used to list to whom, when, how often and what you will communicate

Status Update Template

 Used for sound-bite email updates to stakeholders, sponsors and other interested parties

RACI Chart Template

For clarifying roles and responsibilities when multiple groups or organizations are involved

Project Overview Presentation

 Powerpoint template for describing a project in progress

Sample Survey Questions for Project Retrospective Review

 Questions to ask when reviewing a project

 

Box Implementation

Project State: 
Active
Status: 
Yellow
Organization: 
Identity and Access Management
Reported: 
Monday, March 13, 2017
Description: 

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. 

Status Summary: 

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.

IAM - Account Unification

Project State: 
Active
Status: 
Green
Project Manager: 
Erica Lomax
Organization: 
IT Infrastructure Services
Reported: 
Monday, March 13, 2017
Description: 

Account Unification- Reducing the number of Active Directory accounts that a user receives to a single, identity linked, university credential account. 

Status Summary: 

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. 

Load Balancer Migration

Project State: 
Active
Status: 
Yellow
Project Manager: 
Jill Swenson
Organization: 
Enterprise Computing Services
Reported: 
Monday, March 13, 2017
Description: 

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

Status Summary: 

Bad known IP blocking now in place.  Moving remaining services from Brocade to Netscaler delayed due to resource unavailability (jury duty).  Rescheduling remaining migrations.

Recently Completed: 
  • Migrated Webmail
  • Discontinued Brocade maintenance
  • Met with Erica to discuss options for phase 2
What's Next: 

Complete remaining migrations

Scope phase 2

    Localist Deployment

    Project State: 
    Active
    Project Manager: 
    Jill Swenson
    Reported: 
    Monday, March 13, 2017
    Description: 

    Deploy a new web-based events calendar system to replace our existing calendar.oregonstate.edu system

    Status Summary: 

    Project is in pre-planning definition stage.  Currently estimating resource requirements, identifying sponsorship and establishing scope.

    Recently Completed: 

    Met to discuss sponsorship options.  Contacting other schools to determine resource requirements and gather perspectives on scoping and project approach.

    What's Next: 

    Identify product ownership and project sponsorship.

    Define scope, schedule and resources.

    Mobile App

    Project State: 
    Active
    Status: 
    Green
    Project Manager: 
    Edward Lee
    Organization: 
    IS
    Reported: 
    Monday, March 27, 2017
    Description: 

    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.

     

    Status Summary: 

    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.

    Multifactor Authentication

    Project State: 
    Active
    Status: 
    Green
    Project Manager: 
    Erica Lomax
    Organization: 
    Identity & Access Management
    Reported: 
    Monday, March 13, 2017
    Description: 

    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.  

    Status Summary: 

    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.

    New Core Migration

    Project State: 
    Active
    Status: 
    Green
    Project Manager: 
    Paul Bunn
    Organization: 
    Infrastructure Operations
    Reported: 
    Monday, February 13, 2017
    Description: 

    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.

    Status Summary: 

    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.

    The list of buildings enabled for "new core" is here.

    Recently Completed: 
    • Valley Library, Furman, Kidder, Milne more then 99% complete.
    • Cosine is making good progress migrating their clients in Nash, Cordley, Milam, Weniger, etc.
    • VetMed has migrated all workstations to new core. Servers in Magruder are next.
    • Initiated investigation of SHS migration.
    • Initiated investigation of Foundation.
    • 30 additional buildings have been connected to new core since last update.
    What's Next: 
    • complete VetMed server migration in Magruder
    • continue with SHS migration investigation
    • migrate Foundation network
    • Complete activities in Gilkey, Milam, Kidder, etc.
    • work with CN to initiate remainder of CN customer migrations
    • initiate migration of Athletics (Reser, Gill, Valley Football, etc.)

    TeamDynamix Deployment

    Project State: 
    Active
    Status: 
    Green
    Project Manager: 
    John Borwick, TD consultant
    Organization: 
    Client Services
    Reported: 
    Monday, March 13, 2017
    Description: 

    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

    Status Summary: 

    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.

    Recently Completed: 
    • TD e-mail SMTP outage due to Amazon AWS. Communication to OSU TD users, feedback to vendor about redundancy, resiliency, monitoring, etc.
    • Client Portal enablement and deployment.
    • E-mail service improvements with increased monitoring.
    • Attended 3 day IT Service management conference.
      • Met with TD Director of Customer Success to provide feedback.
    • Integration improvements between Banner and TD, primarily related to phone numbers.
    • More known issues/hiccups and workarounds added to our TD knowledgebase.
    • ITSM / TD steering committee met in late February. Another meeting scheduled for March 22nd.
    • Joined the TeamDynamix Service Management Advisory Group to provide input about the product direction.
    • Discussions with various stakeholders about changes to the standard e-mail templates.
    • Gather information from NOC about their peer review process, build, first draft tested, refinements in-progress.
    • Met with Academic Technologies Directors to explain the data needed to start their on-boarding and transition process.
    • Met with Brandon Wells about concerns related to Telecomm inventory needs, workflows, etc.
    What's 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.

    eProcurement

    Project State: 
    Active
    Status: 
    Green
    Project Manager: 
    Cynthia Sprenger
    Organization: 
    Business Affairs
    Reported: 
    Thursday, March 9, 2017
    Description: 

    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.

    Status Summary: 

    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.

    Recently Completed: 

    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.

    What's Next: 

    Focus Group II in May, to seek confirmation that the system is nearing production readiness.

    Draft training plan is under development.

     

    eRA Research Office Software Deployment

    Project State: 
    Active
    Status: 
    Green
    Project Manager: 
    Pat Jones
    Organization: 
    Research office
    Reported: 
    Monday, March 13, 2017
    Status Summary: 

    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.

    Recently Completed: 

    Contracted with an interim project manager to deploy the Conflict of Interest module, with anticipated roll out to campus by July

    What's Next: 

    Hire a permanent project manager to complete deploying the IRB and IACUC modules

    eSignature

    Project State: 
    Active
    Status: 
    Green
    Project Manager: 
    Hollie Pitts
    Organization: 
    Enterprise Computing Services
    Reported: 
    Monday, March 13, 2017
    Description: 

    Deployment of DocuSign as the Electronic Signature product for OSU.

    Status Summary: 

    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.

    Recently Completed: 

    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.

    What's Next: 

    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

     

     

    Other Projects

    ODS/EDW Business Intelligence

    The Charge

    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.

    Alignments With the OSU Strategic Plan

    • RAP & SRP will assist with target goals of increasing First-Year Rentention and Six Year graduation rate by identifying students not meeting their goals
    • RAP & SRP will assist with target goals of recruiting high achieving students and minority students by identifying and targeting these students for recruitment
    • ODS/EDW will assist with improving the information infrastructure to support the University

    Next Steps

    Please see the Business Intelligence Center website for details on the process and timeline.

    Steering Committee

    Please see the Business Intelligence Center website for details on the leadership and team members.

    Archived Projects

    Canvas Implementation

    Project State: 
    Inactive
    Status: 
    Completed
    Project Manager: 
    Lynn Greenough
    Organization: 
    Academic Technology
    Reported: 
    Thursday, January 7, 2016
    Status Summary: 

    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 - Sponsored and Guest Accounts

    Project State: 
    Inactive
    Status: 
    Cancelled
    Project Manager: 
    Erica Lomax
    Organization: 
    IT Infrastructure Services
    Reported: 
    Monday, July 11, 2016
    Status Summary: 

    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

    Project State: 
    Inactive
    Status: 
    Cancelled
    Project Manager: 
    Andrew Wheeler
    Organization: 
    IS Client Services
    Reported: 
    Thursday, September 8, 2016
    Description: 

    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:

    • The account must be unified.
    • The account must follow OSU's standard for UPN.
    • The IT leader/manager for each respective OSU college/dept. has the discretion to enable Office 365 for their respective end-users at a time that they feel ready.  This ensures that each of OSU's respective college/dept. IT staff are prepared to support Office 365 for their respective end-users before Office 365 is enabled.
    Status Summary: 

    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.

    Recently Completed: 
    • Each major IT unit has users eligible for enablement.
    • Autodiscover problem impacting Outlook 2016 was resolved.
    What's Next: 
    • Evaluate Brainstorm training
    • Make a decision if CN enablement should depend on Box being rolled out Fall 2016

    Acquia Migration

    Project State: 
    Inactive
    Status: 
    Green
    Project Manager: 
    Matt Hansen
    Organization: 
    Central Web Services
    Reported: 
    Monday, July 11, 2016
    Description: 

    Migration of Drupal hosting to the Acquia cloud.

    Status Summary: 

    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.

    Recently Completed: 

    100% of CWS Drupal 7 sites migrated to Acquia.  AgSci Drupal 7 sites have moved to Acquia.  Extension moving this week.

    What's Next: 

    Finish extension move.  Spin down local platform.

    CORE

    Project State: 
    Inactive
    Status: 
    Completed
    Project Manager: 
    Diana Lindsley
    Organization: 
    Information Services, Vice Provost Office
    Reported: 
    Monday, September 26, 2016
    Description: 

    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.

    Status Summary: 

    All major deliverables have been completed.  Additional reports and Jaspersoft domains / topics will be done as part of ongoing operations. 

    Recently Completed: 

     

     

     

    What's Next: 

    Retrospective

     

     

    Drupal 7 Migration

    Project State: 
    Inactive
    Status: 
    On Hold
    Project Manager: 
    Matt Hansen
    Organization: 
    Academic Technology
    Reported: 
    Friday, September 11, 2015
    Description: 

    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:

    • to plan site architecture and determine general site structure
    • audit site content to determine special requirements
    • migrate content to a development site and setup basic navigation
    • perform a first pass content cleanup
    • handoff site to site owner for remaining cleanup and validation
    • when site owner is ready, push development site to staging, then production.  
    Status Summary: 

    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.

    Recently Completed: 

    The UHDS site has been turned over to the client for testing.

    OSU Home Page

    Project State: 
    Inactive
    Status: 
    Completed
    Project Manager: 
    Matt Hansen
    Organization: 
    Academic Technology
    Reported: 
    Monday, December 14, 2015
    Description: 

    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:

    • Secondary Pages: several high level pages, targeting users by audience type.
    • Sites Directory: similar to an A-Z index, this is a curated, searchable list of Sites at OSU.
    • Drupal Theme: a new theme is being created for use by any Drupal 7 site at OSU.  It will be based on the look and feel of the home page and secondary pages.
    Status Summary: 

    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.

    Recently Completed: 

    Site Launched.

    What's Next: 

    Drupal theme.

    Research Network

    Project State: 
    Inactive
    Status: 
    Completed
    Project Manager: 
    Tony Brock
    Organization: 
    IT Infrastructure Services
    Reported: 
    Friday, September 9, 2016
    Description: 

    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:

    • Is explicitly designed for high-performance applications, where the science network is distinct from the general-purpose network
    • Utilizes dedicated systems for data transfer
    • Implements performance measurement and network testing systems that are regularly used to characterize the network and are available for troubleshooting
    • Enables security policies and enforcement mechanisms that are tailored for high performance science environments

    In support of these goals we are acquiring equipment that offers:

    • High capacity (40 Gbps) to facilitate the fast and efficient transfer of data
    • Next-generation management that focuses on service delivery rather than traditional networking nuts-and-bolts
    • Long term value driven by flexibility and vendor roadmap to stay ahead of curve.
    • A Clearly defined roadmap for expanding to 100 Gbps connectivity while protecting the existing investment

    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.

    Status Summary: 

    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.

    Recently Completed: 
    • Grant Awarded (Oct 2013)
    • Initial equipment vendor evaluations (Oct – Jan 2014)
    • Narrowed candidates from 6 to 2 (Feb 2014)
    • On-site equipment evaluations (Mar – Jun 2014)
    • Stakeholder consensus meetings/initial vendor negotiations (Jul – Nov 2014)
    • Finalize vendor negotiations (Dec 2014)
    • Order placed with vendors (Jan 2015)
    • Received initial equipment (Feb – Mar 2015)
    • Install initial equipment in datacenters (Apr – Jun 2015)
    • Install additional fiber between datacenters and buildings (Aug - Sept 2015)
    • Finish fabric configuration (Nov -Jan 2016)
    • Install equipment in the buildings (Jul – Mar 2016)
    • Initiate training and workflow analysis of researchers (Jan – Mar 2016)
    • Collect and analyze feedback from various stakeholders (Jan – Jul 2016)
    • Submit final report to NSF (Aug 2016)
    What's Next: 
    • Install and validate Data Transfer Node (Jan - Jun 2016)