www.tils.qut.edu.au caudit tour – visit to qut 27 july 2010 welcome 1

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D I V I S I O N O F T E C H N O L O G Y , I N F O R M A T I O N A N D L E A R N I N G S U P P O R T

CAUDIT Tour – Visit to QUT27 July 2010

Welcome

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10.00 – 10.30 Guests arrive at Old Government House, QUT

Welcome and morning teaIT Governance at QUT

Project Management at QUT

Taking stock in 2009

12.00 – 1.00pm Lunch

Future Directions

Panel Discussion with Q&A:

Project Managers, Support and Maintenance Activity Managers, Governance Stakeholders and the Project Portfolio Office

2.30 – 3.00pm Closing and afternoon tea

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Agenda



CAUDIT Tour - Visit to QUT27 July 2010

Judy Stokker IT Governance - QUT

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IT Governance at QUT

Information Technology Governance Committee

Resources and Projects

Subcommittee

Information Management

Advisory Group

Infrastructure Advisory Group

Innovation Advisory Group

Service Delivery

Advisory Group

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IT Governance Committee Terms of Reference

Top layer of IT Governance Decision making body 6 meetings pa Reviews 10-20 projects pa Manages the AMP IT IT Strategic plan – standing item Presentations on major projects

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Asset Management Plan (IT)

A component of the University’s AMP - major capital expenditure

Approx $22m Contract maintenance/Support and maintenance

(SAMA) and new projects

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IT Governance Committee Terms of Reference

Membership 1 x Executive Dean 2 x Faculty/Institute Managers 1 x Researcher from the university professoriate 1 x external member (Gartner Rep) Several ex officio members (Dirs of ITS, Library,

Corporate Finance etc)

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Considers and recommends funding for projects and support and maintenance activities (SaMA) as submitted through the Project Portfolio Office

Monitors and advises the ITGC on the QUT Corporate Systems Registry in conjunction with the Infrastructure Advisory Group.

Resources and Projects Subcommittee (RAPS)Terms of Reference

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Information Architecture The Web and Web Governance Framework Access and retrieval - metadata, search developments

and their application User-centred information design Retention and reuse of information Governance and integrity of information

Information Management Advisory Group (IMAG)Terms of Reference

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Data network and external connections; and telephony; Data centres: facilities, data storage; distributed server facilities; Non-specialised student IT infrastructure: PC laboratory

infrastructure and common storage facilities; Recommends AMP(IT) infrastructure investment via the

Systems and Projects Advisory Group; Maintain the infrastructure architecture documentation

including technology roadmaps

Infrastructure Advisory Group (IAG)Terms of Reference

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Develop and maintain an Innovation Framework that provides a guide to innovative and experimental projects and activities.

Make recommendations on mechanisms for collecting and publishing innovation projects and activities to continually improve the visibility of such activities.

Build and foster a culture that encourages and supports innovation.

Consider and recommend innovation that should be developed further for the benefit of QUT and the means of that development.

Innovation Advisory GroupTerms of Reference

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Providing a conduit for client feedback on the alignment of IT service delivery and the strategic objectives

Defining IT service delivery and regularly reviewing performance levels and identifying areas of concern;

Making recommendations on programs of work necessary for the continuous improvement of IT service delivery across QUT.

Service Delivery Advisory GroupTerms of Reference

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Comments

Communication and university engagement

Governance needs to be reviewed

Strong project management is critical

Transparency brings trust

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Questions




PM @ QUT Warren Fraser

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• V 1 : 14 March 2003; V 4.3 : December 2008

• Set of connected document templates & overarching PMF Guide document

• Distinctive Features and Principles:

– Standards based (PMBOK);

– Light-weight.

QUT’s Project Management Framework

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Project Management Practice (1)

• Continuous improvement – evolving & sustainable;

• Wide scope of application;

• Strong senior support;

• Training:– Internal ½ day and 1 day training courses;– Project Management Cert IV & Diplomas.

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Project Management Practice (2)

• Community of Practice Workshops.• External Community Use.• Ongoing focus on Benefits Realisation – poor budget

feedback loop.• Embedded in central IT funding (AMP(IT)) mechanics.• Project Registry linkage.

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Taking stock in 2009Wendy Jones


www.tils.qut.edu.au

Five years on, it what kind of shape were we in?

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We applied some tests.......

• AMP IT Program Review

• Evaluation of training

• PM community consultation (PMF5)

• A hard look at portfolio reporting

• OPM3 assessment (external)

• PMIS feasibility study

• Consideration of benefits harvesting

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The results.......

Project and portfolio management at QUT were in pretty good shape, however we could move to the next level in a number of areas -

• Prioritisation processes (supply vs demand)

• Portfolio performance management (PMIS?)

• Capability building (including PM career path)

• Sharing best practice (repository?)

• Benefits realisation

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CAUDIT Tour – Visit to QUT

Future DirectionsRichard Bright

www.tils.qut.edu.au

AMP IT Expenditure Review

2009

Organisational Project

Management Maturity

Model (OPM3) Review

Project

Managemen

t Information

System

Feasibility

Study

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AMP IT Expenditure Review 2008-2009

AIM is to assess:

1. the impact of increasing demand for IT services across the University

2. The relative application of AMP IT funds across different parts of QUT

3. The proportion of funds allocated to projects v. support and maintenance activities.

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AMP IT Expenditure Review 2008-2009 cont’d…

Recommendations (Include, but are not limited to):• Adoption of a Project Ranking Methodology

• Replacement of current funding eligibility guidelines with established selection criteria focusing on the delivery of business value, risk management and the quality of project planning

• Implementation of a disciplined approach to defining and realising project benefits and return on investment

• Development of funding eligibility guidelines for Support and Maintenance Activities (SaMA)

• Implementation of Portfolio Management software.

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OPM3 Review

AIM

1. Measure the degree of QUT’s maturity in organisational project management across three domains – Project, Program and Portfolio.

2. Focus is on AMP IT funded projects.

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OPM3 Review cont’d…

Recommendations:• Support of projects, programs and portfolios in AMP IT

funded activities (PMIS)

• Realisation of Benefits – whole life of project

• Career support and competency improvement for Project Managers

• Strategic selection and alignment of projects.

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Project Management Software Feasibility Study

AIM

1. Elicit QUT’s requirements for a PMIS system

2. Engage with other universities for trends with PMIS software

3. Initial contact with selected vendors.

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Project Management Software Feasibility Study cont’d…

Outcomes• A draft Request

For Information (RFI) document has been completed ready for approval to go to tender.

• Request for approval and funding yet to be realised.

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Questions




Panel Discussion

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Wayne McCullough

Information Architect Division of Finance & Resource Planning

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3 Things that work for me.....

1. A strong set of templates which are well used and mature in their approach

2. A clear and open project recommendation and approval process – enhanced this year by our new project prioritisation matrix.

3. A vibrant QUT community which understands, accepts and supports the PMF

Wayne McCulloughInformation Architect

Division of Finance & Resource Planning

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Kathy Hessling Corporate Systems Manager

Enterprise Information Services

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Kathy HesslingCorporate Systems Manager


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Robyn

Julie

Richard

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IT Governance(the big heavy)

Funding and resources(very slim)

Steering Committees and senior support(a bit relaxed)

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1.The PMF and PPO support

2.Learning and Development team

3.Steering Committees and senior staff support

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Tony SmithProject Manager

ITS

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ITS


1.Have the right people on the steering committee. See the value – see the goals – join the dots.

2.Keep the scope realistic and funding appropriate.

3.Templates. Information available from prior projects.

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ITS

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ITS

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Dianne NilssonService Manager

TILS

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1 - Support for PMs

2 - Templates and examples

3 - Staff

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Ross Hall Learning and Development Co-ordinator

TILS

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1.The PMF Communication Plan template which comprises tables for training strategies, and marketing and communication strategies.

2.PMF Appendix C - Training Checklist

3.Strong relationship between project managers and the Learning & Development Team – PMs come to us & early – not vice versa!!! Ross Hall

Learning & Development CoordinatorTILS

https://sharepoint.qut.edu.au/divisions/tils/ITS/CQS/LD/Ross%20Halls%20Documents/project_management_framework_training_checklist.doc

www.tils.qut.edu.au

Ross HallLearning & Development Co-ordinator

TILS

Damsel... Super Cat shall rescue you.....as soon as the door opens!!!

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Ross HallLearning & Development Co-ordinator

TILS

Okay, where do you want these box springs? I have a whole truck to unload and time is money!

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Natalie RyanInformation Management Project Manager

TILS

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TILS


1. Community – Opportunities to get together with other PM’s

2. Sharing Culture – of tips, ideas and info between PM’s

3. Collaborative spaces – Online tools that allow me to communicate, collaborate and share with PM’s outside of my work area

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TILS

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Jason LeggattBusiness Systems ManagerInternational & Development

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Jason LeggattBusiness Systems Manager

International & Development


1. QUT Corporate Systems Development Framework

2. QUT Project Portfolio Framework

3. Divisional support for project activity

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Jason LeggattBusiness Systems Manager

International & Development

www.tils.qut.edu.au

Stephen Callaghan

Acting Administrative Systems CoordinatorAdministrative Services

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Stephen CallaghanActing Administrative Systems Coordinator

Administrative Services


1. establishing clear accountabilities

2. understanding project risks and their management

3. knowing how to get things done

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Stephen CallaghanActing Administrative Systems Coordinator

Administrative Services

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THE PANEL