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

 

Banner 9 Deployment

Project State: 
Active
Status: 
Green
Project Manager: 
Pete Pavey
Organization: 
Information Services
Reported: 
Monday, December 11, 2017
Description: 

Deploy the next generation of Banner software.  This project includes working with administrative units to review and verify the need for local customizations previously implemented in Banner 8, returning to baseline solutions where possible.

Status Summary: 

In preparation for implementing Banner 9 HR/Payroll, Appworx was repointed from Banner DEVL to Banner PPRD, the new production size test environment that was cloned from PROD.  Ellucian delivered bug fixes for the Banner 9 Financial Aid module which should allow the Financial Aid pages to run 100% in Banner 9.  Those fixes are scheduled to be tested this week. 

At present, approximately 46% of the modifications and custom objects will go back to baseline or be deprecated. 14% of the modifications and custom objects are still being reviewed. The development team has requested and gotten agreement in establishing protected time on most Tuesday, Wednesdays, and Thursdays to work on reapplying changes and recreating the custom objects in the new software.

Recently Completed: 

Banner 9 Financial Aid is available in PROD.

86% of the analysis for all modifications and custom objects for the Administrative Pages (aka INB) have been completed.

What's Next: 

HR/Payroll is slated to make the migration in February 2018.

Student will begin the transition between January 1, 2018 and March 2018, finishing in July 2018. Student AR will also shift with Student.

Finance is targeting completing the migration by Labor Day 2018.

Exchange Online

Project State: 
Active
Status: 
Green
Project Manager: 
Marjorie McLagan
Organization: 
Information Services
Reported: 
Monday, January 8, 2018
Description: 

Exchange Online is a cloud-based Microsoft Exchange email service that will provide the OSU community access to a single, unified email system.  Exchange Online will be a multi-phased project.    

Status Summary: 

-  Exchange Online project teams formed
     * Exchange Online core Project team
     * Previously formed technical team
     * Service Support team
     * Communications strategy team
-  Technical team continues work on pre-migrations requirements

What’s next?

- Technical team continues progress in pre-reqs
- Communications strategy team meeting January 9th
- Service Support Team kick-off January 9th
- Evaluation of options to continue voicemail delivery to email inbox
- Project update scheduled for January 19th
- Project website in development, look for more content mid-January
- Scheduling continues – reaching out to organization to schedule migrations

 

 

Recently Completed: 

 


 

 

What's Next: 

 

 

IAM - Account Unification

Project State: 
Active
Status: 
Green
Project Manager: 
Erica Lomax
Organization: 
IT Infrastructure Services
Reported: 
Monday, January 8, 2018
Description: 

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

Status Summary: 

As of 1/2, the un-unified count is 99!  A breakdown by organization follows, with change from 12/5:

  • Business - 24 (no change)
  • Forestry - 36 (no change)
  • COSINe- 4 (decrease 38)
  • Client Services - 22 (decrease 1)
  • SHS - 1 (no change)
  • MU - 1 (decrease 1)
  • Athletics - 11 (no change)

In addition, 208 voicemail only mailboxes await unification. 

Load Balancer Migration

Project State: 
Inactive
Status: 
Completed
Project Manager: 
Jill Swenson
Organization: 
Enterprise Computing Services
Reported: 
Monday, October 9, 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: 

All services have been moved from Brocade to Netscaler load balancers, known bad addresses are being blocked, and the Brocade equipment has been turned off and sent to surplus.

Recently Completed: 

Migrated LDAP servers from Brocade LBs to Netscalers.

    What's Next: 

    Redirect systems still accessing LDAP through Brocade LBs

    Decommision Brocade load balancers

      Localist Deployment

      Project State: 
      Active
      Status: 
      Green
      Project Manager: 
      Jill Swenson
      Organization: 
      Web and Mobile Services
      Reported: 
      Sunday, January 8, 2017
      Description: 

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

      Status Summary: 

      Applied Shibboleth and certificate changes enabling product to use an oregonstate.edu domain, and completed review of platform and feature use with vendor. 

      Next up: Apply suggestions from vendor review; create guidelines, instructions and process documentation;  p;rovide access to stakeholders, and identify testers to validate instructions and process documentation.

      Recently Completed: 
      • Applied Shibboleth and certificate changes enabling product to use an oregonstate.edu domain
      • Completed review of platform and feature use and obtained suggestions from Localist representative
      • Identified initial approach for moderating events
      What's Next: 
      • Apply suggestions from Localist representative
      • Create guidelines, instructions and process documentation
      • Provide access to stakeholders, and identify testers to validate instructions and process documentation

        Mobile App

        Project State: 
        Active
        Status: 
        Green
        Project Manager: 
        Edward Lee
        Organization: 
        IS
        Reported: 
        Monday, January 8, 2018
        Description: 

        The OSU Mobile 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: 

        Phase 2 of OSU Mobile is underway. 

        Holds, My Bill, and expanded notifications are all in test.  Goal is to deliver during the Winter quarter.

        We plan to have an update of the app in January.

        • Bug fixes since September
        • New icons for event promotion
        • Prepare for releasing new features

        Multifactor Authentication

        Project State: 
        Active
        Status: 
        Green
        Project Manager: 
        Erica Lomax
        Organization: 
        Identity & Access Management
        Reported: 
        Monday, January 8, 2018
        Description: 

        Phase 3 of the Multifactor Authentication (MFA) project focuses on mitigating risk to critical systems and data.  Work will focus on users and systems with PII.

        Status Summary: 

        A plan regarding MFA for Direct Deposit and Online Services forms that contain social security numbers has been made to executive leadership.  Awaiting approval of budget before progressing with next steps.

         

        New Core Migration

        Project State: 
        Active
        Status: 
        Green
        Project Manager: 
        Johan Reinalda ?
        Organization: 
        Infrastructure Operations
        Reported: 
        Monday, January 8, 2018
        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: 

        CN, COB now nearly finished. IS-AT, SHS & Facilities are continuing, with some recent progress...

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

        Recently Completed: 
        • CN, COB, Athletics are (nearly) finished. Progress is being made now that we are at end of term with IS-AT, and Facilities.
        • 20+ old-core vlans were removed or cut-over to new core designs since mid-November 2017.
        What's Next: 
        • continue work with IS-AT, Athletics, SHS, and Facilities to complete migration of their services.
        • pro-actively reaching out to DCA's for remaining campus customers on old core, to continue to work on the two remaining old core router subnets. Target removal is slipping to Spring 2018

        TeamDynamix / IT Service Management

        Project State: 
        Active
        Status: 
        Completed
        Project Manager: 
        Lucas Friedrichsen
        Organization: 
        Client Services
        Reported: 
        Monday, January 8, 2018
        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: 

        Starting the process for on-boarding CORE / Institutional Analytics and Reporting.

        Asset management for Service Desk is close to rollout. Service Desk staff have access and are associating assets to tickets. Expanding the information to pull in Campus Labs assets.

        Change Management - 1st draft of "Standard change" form with attributes is done.

        HelpDocs transition to TDx Knowledgebase is moving, slowly.

        Continued refinements for groups - intake forms, attributes, e-mail formatting.

        Recently Completed: 
        • Asset syncing between Windows PC management software (SCCM) and TDx.
          • Cyder searching added.
        • 1st draft of Change form and fields for "Standard changes"
        • Service Catalog - High level service catalog entries have been added to TeamDynamix.
        What's Next: 
        • Close the TeamDynamix Deployment project.

        eProcurement

        Project State: 
        Active
        Status: 
        Green
        Project Manager: 
        Tamara Gash
        Organization: 
        Business Affairs
        Reported: 
        Monday, December 11, 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: 

        BennyBuy is now live for all of campus.  Phase I is complete.  Phase II is underway and being managed by  PCMM.  Tamara Gash, the Project Manager for Phase II will provide details for upcoming meetings beginning in January.

         

         

         

        What's Next: 

         

         

        eRA Research Office Software Deployment

        Project State: 
        Active
        Status: 
        Green
        Project Manager: 
        Chris Young
        Organization: 
        Research Office
        Reported: 
        Monday, October 9, 2017
        Description: 

        The electronic Research Administration (eRA) project provides a cloud-based solution for managing Conflicts of Interest (COI), human subjects research protection (IRB), and animal subjects research protection (IACUC).

        Status Summary: 

        The COI module passed the Production Validation milestone on 11/29/2017.    There are a handful of tasks remaining, including decomissioning the old system, that are on track to wrap up in December.  We have begun work on the IACUC and ARC modules.  Work to prepare OSU for changes to the IRB Common Rule that takes effect on 1/19/2018 have delyed the start date for the IRB module to late January 2018.

        Recently Completed: 

        COI: OSRAA report; Old database backup; Production Validation testing and completion of end-to-end process in production. 
        IRB: delayed start date to January 2019 to focus on changes to the existing database in preparation for changes to the Common Rule
        IACUC: Context diagram; primary review process diagrams; project planning documents (in progress)
        ARC: Scoping

         

        What's Next: 

        COI: Decommission old system; verify reporting needs are met.

        IACUC: Complete current state documentation; Requirements elicitation

        ARC: Current state documentation

        IRB: Paused - anticipated start date Jan. 2019.

         

        eSignature

        Project State: 
        Active
        Status: 
        Green
        Project Manager: 
        Hollie Pitts
        Organization: 
        Enterprise Computing Services
        Reported: 
        Friday, January 5, 2018
        Description: 

        Deployment of DocuSign as the Electronic Signature product for OSU.

        Status Summary: 

        The implementation of DocuSign, as OSU's electronic signature service, is now complete.  The system is being migrated to long term maintenance status.

        Recently Completed: 

        Project requirements reviewed.  Plans for migrating to "service" mode (from project mode) initiated.

        What's Next: 

        Have Steering Committee and Investors Council finalize long term service management plans.

        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.

        Box Implementation

        Project State: 
        Inactive
        Status: 
        Completed
        Organization: 
        Identity and Access Management
        Reported: 
        Monday, December 11, 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: 

        Project is closing.

        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)