Project Management Office (PMO)
Introductions
Executive Director
Laraine Mittleman
Project Managers
Josué Cuevas, Director, PMO Business Analysis
Jackie Jones, Director of Project Management, PMO
Angie Florez, Director, Audio Visual Architecture
Wayne Gooden, Project Manager
Anel Lara, Project Manager
Erin Rodriguez, Project Manager
**Six Sigma Yellow Belt Certified
**Green Belt certified within six months
**PMP Training and Certification in progress
IT Steering Committee
The IT Steering Committee, which has been appointed by
Dr. De Piano, consists of the following members;
Amon Seagull, Interim Dean, SCIS
Nelson Diaz, Executive Associate Dean, FSEHS
Irv Rosenbaum, Executive Dean, HPD
Joe Pepe, Director, SEC
Henry Del Reigo, Chief Financial Officer, HPD- Clinical Ops
Stephanie Brown, Vice President, ESS
Preston Jones, Executive Associate Dean, SBE
Vision
• Build project management maturity at the organizational
level.
• Support students, faculty, staff, and the NSU community as
a source of project management leadership and expertise.
• Promote best practice standards, quality, and
methodologies into a project management discipline
• Utilize Project Management Body of Knowledge (PMBOK)
based methodology as well as support “best fit” approach
for project management at NSU.
• Provide a channel of communication for project status,
financial health, and mitigation of issues, risk, and
dependencies across projects, departments, and/or
divisions.
PMO Mission Statement
The mission of the Office of Information Technologies
(OIT) Project Management Office (PMO) is to provide
an enterprise-wide approach to identify, prioritize, and
successfully execute a technology portfolio of initiatives
and projects that are aligned with the NSU strategic
goals and educational vision; with a focus on cost
savings and return on investment (ROI).
What is a project?
• A project is defined as a temporary endeavor
with a beginning and an end, and creates a
unique product, service or result.
• There should be a budget of $10K or higher
and an effort of 30 hours or greater.
• Not Business as Usual (BAU)
Types of Projects
•
•
•
•
•
•
•
Hardware
Audio Visual
Software
Network
Combined Technologies
Process Improvement
Community Events
CURRENT PROJECT WORKFLOW
Project
Overview
Purchase and implement a new CMS
Content Management System (CMS) to replace the current SunGard CMS,
Replacement for SharkLink
which will be retired in October 2012
NSU Oceanographic Research
Institute
NSU Datacenter Relocation
NSU Email Migration to Microsoft
Live@edu
NSU Video Conferencing Upgrade
SharkLine
Quantum Workplace Migrate all production IT services to
new data center
Migrate all NSU email services to
Microsoft Exchange (Live@EDU)
University wide upgrade of end-of-life
videoconference systems
To automate the calling process for IA
to get pledges from Alumni
To survey employee engagement
Ariba Improvement Process
Exercise Sports Science Lab
Create a facility that will allow for the
study of bodies in motion
OIT Service Level Agreement
Project
Manager
OIT/Application
Development and
Support
NSU
Jackie Jones
Facilities
Management
Oceanographic
Program
Jessica Wood
Angie Florez
Greg Horne
OIT
System
Administration
Laraine
Mittleman &
Josue Cuevas
Greg Horne
OIT
System
Administration
Wayne Gooden
Tom West
ALL
NSU
Angie Florez
Susan Peirce
Institutional
Advancement
NSU
Erin Rodriguez
Barbara
Packard Muti
Intuitional
Effectiveness
NSU
Erin Rodriguez
Tom West
OIT
NSU
Anel Lara
Tom West
OIT
OIT
Josue Cuevas &
Wayne Gooden
Dr. Hanbury
Executive
NSU
Jackie Jones
Eddie
Dominguez
Ada Christie
FAR
FAR
Anel Lara
Hugo Alvarez
A new building construction that will
include wet labs, research labs,
electronic classrooms and state-of-the- John Santulli
art Auditorium.
A single ticket system to be
implemented university wide
Services Level Agreement (SLA)
between the NSU community, OIT,
and Help Desk.
To improve processes within Ariba
systems and establish best practices
NSU Ticketing System
Sponsor
Department
Stakeholders
Name
Budget
Funding
Timeline
How does an idea become a project
under the new PMO governance?
• Go to PMO Website located at
http://www.nova.edu/oitpmo
• Complete Project Intake Form
– Requires an approved budget
– Requires an identified sponsor
– Requires an IT component
– Not considered business as usual
How does an idea become a project
under the new PMO governance?
• PMO will schedule a consultation
• Proposal subject to review by PMO IT Steering
Committee
• Approved projects will be assigned a Project
Manager
• Utilizing PowerSteering software
– Project & Portfolio Management solution
The Process of a project
•
•
•
•
•
Initiation
Planning
Execution
Monitoring & Control
Closure
The Initiation Process
Project Charter < Project Name>
•
•
•
•
Project Requirements
Who will be involved
Project Charter
Stakeholder Register
Business Case
Opportunity / ROI Statement
▪ Short bullets
▪ Metrics
Goal Statement
Project Scope
▪ Short bullets
In-Scope
▪ Short bullets
Out-of Scope
▪ Short bullets
High Level Plan
Project Kick-Off
Planned Actual
Team Structure
dd mm yy dd mm yy Sponsors:
PM:
Team Lead:
Core Team:
Other Steakholders:
Project Approvers:
Project Sponsor:
Project Manager:
Date:
Project Manager
Team Lead of Project
Core Team Members
TBD
The Planning Process
• How the project will be
completed
• Activities and resources
• Developing the
Schedule and how we
will manage the project
• Project Schedule
The Execution Process
• The work of the project
• Keeping the project on
track
• Managing Stakeholder
and Sponsor
expectations
• Project Status Meetings
• Project Status Reports
The Monitoring and Control Process
• Managing Risks, Issues
and Changes to scope
• Issues Management Log
• Risk Assessment
Register
The Closing Process
• Project acceptance
meeting with Sponsor
• Sponsor Acceptance
Sign-off
• Lessons Learned
• Archive project
documents
Thank You
Project Management Office
Nova Southeastern University
3508 S. University Drive
Ft. Lauderdale, FL 33328
Phone: (954) 262-4913
Email: pmo@nova.edu
http://www.nova.edu/oitpmo