IT Project Services
To manage project requests, OIT has developed a well-defined portfolio management process with representatives across campus. Portfolio owners prioritize projects in their respective domains and as a group across all divisions to determine campus-wide priorities.
- Academic Affairs (AA) - Portfolio Owner: Violeta Ettle, Vice Provost for Academic Administration
- Campus Life (OCL) - Portfolio Owner: Andrew El-Kadi, Directory of Technology & Analytics
- Development & Alumni Relations (DAR) - Portfolio Owner: Courtney Surls, Vice President of Development and Alumni Relations
- Finance & Treasurer (OFT) - Portfolio Owner: Nana An, Assistant Vice President of Budget and Finance Resource Center
- General Counsel (OGC) - Portfolio Owner: Traevena Byrd, Vice President and General Counsel
- Human Resources (HR) - Portfolio Owner: Beth Muha, Assistant Vice President of Human Resources
- Office of Information Technology (OIT) - Portfolio Owner(s): David Swartz, Vice President and Chief Information Officer and Kamalika Sandell, Associate Chief Information Officer
- Office of the President (PRES) - TBD
- University Communications & Marketing (UCM) - Portfolio Owner: Matthew Bennett, Vice President of Communication
For any additional questions regarding the OIT project portfolio prioritization process, please contact Sharjil Hasan, Director of Project Management Office (PMO).
The campus technology project prioritization process relies on a group of functional owners across campus, which collectively prioritizes projects within and among their divisions to create the overall campus technology priorities for the academic year. This process was instituted in 2007 by members of the Enterprise Systems Project Team. The process ensures that the division of technology resources focuses on the right set of campus priorities in the right order, which helps manage technology investments.
In 2008, a formal Project Management Office was developed within the Office of Information Technology. This team developed and rolled out formal project management practices, referred to as Systems Development Life Cycle guidelines, to help manage our large projects. The first project leveraging these practices was the successful Datatel R18 implementation. Following the success of R18, we have begun to apply the same principles to other large projects.