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    This document outlines concerns with the current approach to managing IT projects and requests, and proposes factors for success going forward. It identifies that projects and requests are not properly categorized, prioritized, or scheduled. Resources are also neither assigned nor tracked. The proposed approach is to categorize projects by strategic importance and enhancements, perform priority processes, track resources, and estimate projects properly. Adopting project management practices like defining roles, aligning teams, and producing regular reports would help ensure accountability and management of the project portfolio under the new approach. Key success factors include strategic planning alignment, prioritization processes, resource visibility, project budgeting, hiring project managers, and collaborative teamwork across groups.

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    This document outlines concerns with the current approach to managing IT projects and requests, and proposes factors for success going forward. It identifies that projects and requests are not properly categorized, prioritized, or scheduled. Resources are also neither assigned nor tracked. The proposed approach is to categorize projects by strategic importance and enhancements, perform priority processes, track resources, and estimate projects properly. Adopting project management practices like defining roles, aligning teams, and producing regular reports would help ensure accountability and management of the project portfolio under the new approach. Key success factors include strategic planning alignment, prioritization processes, resource visibility, project budgeting, hiring project managers, and collaborative teamwork across groups.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
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    Download as ppt, pdf, or txt
    65 views1 page

    Chart A

    Uploaded by

    Andree Simmons
    This document outlines concerns with the current approach to managing IT projects and requests, and proposes factors for success going forward. It identifies that projects and requests are not properly categorized, prioritized, or scheduled. Resources are also neither assigned nor tracked. The proposed approach is to categorize projects by strategic importance and enhancements, perform priority processes, track resources, and estimate projects properly. Adopting project management practices like defining roles, aligning teams, and producing regular reports would help ensure accountability and management of the project portfolio under the new approach. Key success factors include strategic planning alignment, prioritization processes, resource visibility, project budgeting, hiring project managers, and collaborative teamwork across groups.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
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    Download as ppt, pdf, or txt
    of 1

    Concerns>Approach>Success Factors*

    CIO Advisory Solutions to Drive IT Excellence


    * Things we need to get right

    Concerns Approach Success Factors*


    Project Intake and Management of Funds, Priorities
    Projects and requests are not Categorized by Strategic, Enhancements EMC-Strategic plan aligns with category
    categorized (Investments) Support

    Requests are not prioritized, or Perform Priority process with Champion, Prioritization process is adopted,
    scheduled (in Old ISR process) PM and IT Managers* – assign priority as a model- EMC Governs

    Resources are neither assigned nor Track IT resources by month, ensure Resource matrix is shared across
    tracked for availability roles/teams visible - project decisions IT/Prod/PCO- support 2011 Plan

    Projects are not estimated/scoped Estimates are performed at Checkpoint Project estimates become budgets
    properly resulting in delays 2, by role, by skill-set, by team* and compared to Funding categories

    Project Management of projects


    Missing Project Management, Defined PCO model, and role of the PM, Hire and train PM’s.
    quality, assignment - not consistent communicate change to EMC PCO/Business/Product groups work
    together
    Roles and responsibilities are unclear

    Roles/ skills are not aligned to IT teams are now aligned to support – Collaborative teaming will ensure
    support the business interests, priorities or strategic, enhancements, support roles are performed by groups/with
    maintenance Product and IT groups are aligned by accountable deliverables
    application/product group

    No reports show project issues, status, Active, status reports each week. Group Reports are produced weekly/ monthly-
    pending requests, costs etc. portfolio reports show project, type, risk get read, follow-ups and risks are
    No consistent tracking of project portfolio Implement, train PM’s and in use of managed in Issues logs
    plan ChangePoint ChangePoint adoption critical

    Slide 1

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