Business Information and Technology Services

Project Services

Business Information & Technology Services (BI&TS) provide Project services for University projects with IT components.
Supporting the pillars of:
Teaching and Learning Research Community

About

Also Known As: Project Management, Project Office, PM, Project Management Office, PMO

Business Information & Technology Services (BI&TS) Project services provides consultancy that includes planning and scheduling to enable you, and your business, to reach your goals of your project, that fall outside of normal daily operations. This service includes:

  • Professional project management
  • Architectural and design disciplines
  • Support with software selection
  • Centralised management of projects
  • Consistent and reliable project reporting and tracking
  • Project control, oversight and delivery
  • Project methodology and supporting tools
  • Project prioritisation and working with business to extract value

Features and Benefits

Benefits

Project Services provides staff with a reliable methodology for delivery of a project that highlights the scope and change impacts; provides regular reporting on project progress with establishment of agreed project delivery milestones and provides effective communication and management of expectations with clients, team members and stakeholders.

Key Features

  • Efficiency - More efficient completion of projects.
  • Planning - Better planning to ensure the solution fits your requirements.
  • Communication - Better communications during all stages of the project lifecycle.
  • Management - Improved project management.
  • Documentation - Consistent documentation of all project artifacts.
  • Risk - Management and documentation of project risk.
  • Portfolio - Improved management of the portfolio of university IT related projects.
  • Consulting - Analysis and consulting support.
  • Mentoring - Mentoring and support for less experienced business project staff.
  • Facilitation - Provision of facilitation services to assist the business in defining/running/managing their projects.
 

Availability and Support

Available to:

All Staff

Support Unit:

Business Information & Technology Services Project Management Office (PMO)

How do I get it:

Through the completion of Project on a Page (POP) Request. Once completed the POP should be sent to .

Support Hours:

Standard University business hours; Monday - Friday, 8:30am - 5:00pm.

Available from:

All UWA Campuses and Sites

Cost:

Standard costing is not available for this service.

Prerequisites:

Before submission of the POP request, to PMO, your own management structure needs to have confirmed the request as valuable and required.

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Service Hours

Standard University business hours; Monday - Friday, 8:30am - 5:00pm

How do I get it?

Through the completion of Project on a Page (POP) Request. Once completed the POP should be sent to .

Related Information

Relevant Policies

  • No related information available.

Related Services

  • No related information available.

Commitments

Individual staff members will:
  • Forward initiatives and ideas through their management structure to help improve operational effectiveness.

Business Units will:

  • Evaluate submissions made by staff members and select those of greatest value for submission to Business Information & Technology Services (BI&TS).
Project Management Office will:
  • Evaluate each Project on a Page (POP) received from the business units.
  • Prioritise each POP against all others lodged across the university.
  • Make recommendations based on the information submitted in the POP.
  • Schedule the commencement of the work once approval is received.

Self Help

Project Management Office (PMO) FAQs

  • How does project management integrate with portfolio management?
While project management is all about the co-ordination of technical and physical resources to achieve the delivery of a particular  project's goal or outcome, portfolio management deals with the way that the desired project activity of the entire enterprise is pooled together, evaluated, prioritised and scheduled for delivery.  In a healthy organisation there are always more good ideas than the available resources to actually deliver on all those ideas. "Portfolio Management" is the process through which the best and most beneficial ideas get to the top of the priority list, are scheduled ahead of other good ideas and get delivered through their individual projects.
  • Where can we obtain approved training for our project managers and project teams?
There are many training organisations that provide accredited training courses that provide an introduction to project management and to the best practise means of structuring the delivery of a project.  One of the leading project delivery methodologies is called Prince 2 ( Prince2 stands for PRojects IN Controlled Environments – Version 2).  The introductory training for Price 2 is called "Foundation" and provides a good base understanding of the management processes which accumulated experience shows, should aid in the effective delivery of a project.  The next level of Prince 2 Training "Practitioner" is specifically for those who aspire to become project managers and conveys more specific process controls and management techniques.
  • What is involved when the PMO provides oversight to a project?

Essentially the PMO 's role is to ensure individual projects adhere to a standard methodology and maintain the quality and communication standards required of each project.  In a word better governance of the project commencement, delivery and completion processes.  And this is governance control extends beyond just the project managers and should be ensuring that Sponsors and other stakeholders are aware of their roles and are living up to their obligations as well.

This is not to say that one size of governance fits all. Projects that are unusual, high risk or very high profile should be subject to greater levels of governance and oversight than projects that are low risk or have been successfully completed dozens of times before. The Governance oversight should be tailored to suit the risk profile of each project.

The PMO traditionally provides a support and mentoring role to assist and guide project managers in the delivery of their responsibilities and accountabilities.

  • What is the PMBOK Guide/Prince2?

The two leading Project methodologies are PMBOK (Project Management Book of Knowledge – grew out of US Corporate project delivery) and Prince 2 (PRrojects IN Controlled Environments version 2 – which emerged from the UK Civil Service).

Prince 2 has a focus on establishing standardised processes and tightly documenting each step in the process flow.  As a methodology to follow it is often regarded as document heavy but it holds out the promise to users that if you follow the processes your probability of a successful project will be enhanced – the project manager is something of a process policeman.

PMBOK requires some similar processes to Prince 2 but pays far more attention to building and recognising the particular required personal skills of Project Managers.  Managing projects is considered more of a people management/ people co-ordination/ creative endeavour.  The "Book of Knowledge"  is the consolidated experience of skilled individuals – and not surprisingly many of the streams of experience talk about the need to standard reliable processes for delivering projects.

The best project managers have both attributes, they know the importance of repeatable processes and documenting key project artefacts but they are also excellent people managers and get the absolute best from their project teams.

  • What are the required portfolio and project documentation and how long must we retain it?
The University has a number of obligations regarding the retention of University information under both state and federal acts of parliament.  These obligations take precedence over other comments made below – for specific clarification  please seek the advice of Information Governance Services within UWA.

More generically though, project documentation should be held for as long as it is relevant.  There is little value in retaining project documentation about installing a software application "X', completed  8 years ago, when a project to replace "X" with a newer better product "Z"  was completed 3 years ago.  Business cases are often held for longer periods than the rest of the project delivery documentation, as they are often referenced to understand the benefits that were expected to be delivered and as a basis for benefit realisation reporting.
 

Business Information and Technology Services

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Last updated:
Monday, 6 March, 2017 12:13 PM

http://www.bits.uwa.edu.au/2633847