Page Comparison

have a project scorecard prepared?

• Any project that involves resources from a campus unit that plans to offer a developed or vendor system for the entire campus.
• Any project that will interface with an Enterprise system.
• Any project that wishes to utilize funding from the central pool

• of IT dollars.
• Any project that requires review by the Project Review Team.

How are cost estimates developed?

Cost estimates are based on a time and materials model.

First, available discretionary resources are assessed, and if available, factored into the project proposal. Then, additional resources such as contract staff are added. Rates for contract staff will vary, depending on the role. Some common rates include:
Developers - $65/hr
Typical application or vendor

consultants - $220/hr

What happens if requirements need to be added after a project has been approved?

What happens if requirements need to be added after a project has been approved?

If requirements need to be added after the project has started, the project cost will go up. If the project costs exceed 110% of the original estimate, the project must go back to the IT Oversight Committee. The project may be cancelled if significant increases in the project cost impact the business case.

What happens if a project doesn't meet its target implementation date?

If the project duration increases more than 125%, it must go back to the IT Oversight Committee for review.

Will projects that are approved begin immediately?

Not necessarily. The availability of internal resources, such as analysts, subject matter experts and developers varies over time. To guarantee their availability would require staffing at a very high, inefficient level. Projects will be started based on a combination of factors including their submission dates, value, functional priority and availability of resources.

What kind of technical review do projects go through?

The Enterprise Architecture and Technology Review Committee's purpose is to review all significant projects to ensure compliance with existing campus or UC-wide technology standards, or to work with the appropriate staff to extend those standards in a manner that fits with our strategic technology direction.

This committee also coordinates University-wide technical initiatives, such as bringing in a new Content Management System or Workflow solution.

Is every sponsor group required to fund their own project or is there a University/Campus budget to fund these projects? If there is a University/Campus budget, how much of a budget has been established in order that we may submit realistic proposals?

There are some central pool IT funds available. The priority for central funds is highest for projects that affect the entire campus however, in some cases, priorities that impact at a single department may also obtain funding.

Is there a way to see the detail of the proposals that are on the project list website?

Project status and schedule are available under the Reporting section.

Are all projects assigned a quantitative rating?

All significant projects that are expensive, complex, or higher risk, are rated based on a list of business and risk criteria. Smaller projects are only approved or disapproved.

Should I go through OIT before purchasing software?

Yes - OIT will help you get the best value for the investment,

oversee the security of any acquisition, and ensure that the vendor contract is written with standard guidelines and contract language to minimize risks.

How will OIT set priorities and timelines for projects and tasks in the offices included in the consolidation? What principles will be followed? Who will have input into that decision-making process and who will make the final decisions? What appeal process will exist if an administrative unit manager wants to challenge one of those decisions?

Each application area will have a core staffing associated with it, initially sized based on staffing assigned to the area prior to consolidation. Routine requests will be handled through interactions with assigned staff, much as they are handled now. Projects requiring greater resources will be requested via an OIT Project/Enhancement Proposal request process in consultation with units supported. Submitted projects will be reviewed and prioritized by OIT applications directors based on the business case for the project. Major projects (especially those that require resources beyond those allocated to OIT) will be reviewed and prioritized by the IT Oversight Committee. The “appeal process” will be established to raise concerns to the Assistant Vice Chancellor for Information Technology or to the Associative Executive Vice Chancellor.

How will a department have significant input to and influence on the priority-setting process and the determination of project/task due dates?

Supported units will provide the principal, significant input to the priority setting process for staff assigned to support them, via direct interactions with the staff, as well as interactions and consultation with OIT managers responsible for meeting departmental needs. Success is defined as meeting unit needs, based upon (indeed, requiring) strong unit engagement.

Will OIT publish detailed service levels (in terms of response time to initial requests, number of projects completed on time, quality of service, etc.) that OIT guarantees to meet or exceed in most cases? That is, what standards of performance does OIT commit itself to meeting?

OIT will establish standards based on available resources and unit needs. OIT is committed to meeting the needs of its client functional units. As part of this, existing published detailed service level descriptions and measures of previous performance can be factored into establishing and assessing future standards of performance. Experience thus far in consolidation indicates that the level of service experienced by supported units has increased in many cases.