DEVELOPING A
TECHNOLOGY
PROJECT IN
STUDENT AFFAIRS
A Guide to the Process
Paul Schantz
November, 2010
THE INITIAL IDEA
 Project Owner who wishes to launch a project identifies
the need and develops the initial vision statement and
desired outcomes
 Project Owner and Director of Student Affairs IT then
schedule a meeting to discuss the collaborative project they
envision and determine if the project is feasible and merits
serious consideration for development
 Project Owner and Director of Student Affairs IT set up an
exploratory meeting with potential team participants to
develop a formal project proposal
THE PROJECT EXPLORATION MEETING
 During the initial team meeting participants will develop:
1.
A vision statement that will guide the development process;
2.
The goals of the project, including a preliminary list of
deliverables and outcomes to be expected (should the project
be funded and implemented);
3.
A preliminary analysis of the resources needed, including a
budget and estimate of the time commitment on the part of
project owner, technical support team, content developers, etc.
4.
Review team membership to ensure that the team has the
expertise necessary to complete all phases of the project
PROJECT APPROVAL
 The Project Owner and Director of Student Affairs IT will develop a
formal project proposal which includes the vision, goals, resource
implications and outcomes that can be expected and forward it to the
Associate Vice President for Student Access and Support Services.
 The Associate Vice President for Student Access and Support Services
will engage in an initial review of the proposal and then forward it to the
Vice President of Student Affairs for approval.
PROJECT KICKOFF MEETING
 During the project kickoff meeting, team members will:
1.
Clarify team member roles and responsibilities. The role of the Project Owner,
who is either the Director or their designee, will be differentiated from the role of
the Technical Project Manager, who is either the Director of Student Affairs IT
or their designee.
2.
finalize the project scope and deliverables;
3.
develop a preliminary timeline;
4.
review resource requirements;
5.
review operational and technical requirements including accessibility, testing,
usability, communication, assessment, and clarify the roles of technical and content
team members.
REGULAR STATUS MEETINGS
 During regularly scheduled status meetings, team members led by the
Project Owner and Technical Project Manager (or designees) will:
1.
Review tasks assigned and their completion status;
2.
Solicit feedback on problems and make necessary adjustments; and
3.
Adjust the timeline as necessary…
…because sometimes other things come up
that have to take priority.
THE PROJECT LAUNCH
 Just prior to the project launch, any marketing associated with the
project will commence and measures to assess satisfaction and efficacy
will be established.
 In many cases, the project launch is just the beginning, as there may be
multiple phases which integrate additional content or functionality into
the product.
 Launches will occur during SAIT’s regular release schedule
 Wednesday evenings from 10:00 – midnight
 Moratorium one week prior to launch (built into project plan)
WHY PMM?
 Sets expectations
 Flexible
 The rewards of good software development
 Predictability
 Repeatability
It models a partnership with our customers that will really pay off.
QUESTIONS?
Paul Schantz
paul.schantz@csun.edu
818.677.3839