Look for the Funded by IT Governance badgeIT Roadmap Funding Program  

Background

Managing the Roadmap 

Project Roles and Responsibilities

Role of IT Governance Committees 

Funding Process 

     

Background

In 2013-14, the UCSF IT Governance Steering Committee launched a comprehensive planning effort to identify the key IT initiatives essential to support the mission of the campus.  A ten-year financial roadmap was created staging the project budgets, prioritizing implementation calendars, and targeting sources to fund the initiatives, including the core financial plan (CFP).

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Managing the Roadmap Project

All approved IT Roadmap projects must have an Executive Sponsor, Functional /Business Owner and Project Manager. The project scope and approach documents are reviewed and endorsed by the relevant IT Governance Subcommittee.  Selected projects must also have a Project Steering Committee, members of which will be nominated by the IT Governance Sub Committee.  

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Project Roles and Responsibilities

Executive Sponsor: The Executive Sponsor ensures campus alignment on the project’s priority and serves as a lead advocate for the project.  The Sponsor resolves key issues around resources and user adoption, and provides support to the Functional/Business Owner during presentations to the Budget and Investment Committee, the Chancellor’s Executive Committee, and any other senior executive level.

Functional/Business Owner: The Functional/Business Owner is ultimately accountable for the success of the project.   He/she typically has line operation responsibilities within which this system is a key component.  He/she ensures that the project manager and team have the resources needed to deliver the new system, is the campus “face” of the system, and drives the Project Steering Committee comprised of customers and end user representatives.  The functional/business owner ensures that upon go live, an adequate ongoing support structure and funding model is in place to maintain the new system. 

For infrastructure projects, such as unified communications, UCSF IT will serve as functional/business owner.  Similarly, for campus-wide deployment of software tools that span multiple process domains such as DocuSign, Enterprise Integration services and Enterprise Data Warehouse, UCSF IT will serve as the business owner.

Project Manager: The Project Manager, typically full time for large-scale efforts, manages the project on a day-to-day basis on behalf of the functional owner.  The Project Manager develops the work plan, staffing plan and financial plan, including one-time costs and ongoing costs.  He/she recruits and mobilizes the team of functional and technical staff.  He/she leads the project team through the various phases including final approach and financial plan approval from the IT Governance Subcommittee; and execution of all phases including assess, design, buy/build, test, and implement/change management.   The Project Manager tracks the budget, produces/discusses monthly BSRs with the functional owner, and produces quarterly or semi-annual variance reporting for the project Steering Committee and IT Governance Subcommittee. The Project Manager (or PMO Executive Director if run through the PMO) is the key liaison to the Budget &Resource Management keeping them informed of approvals, commencement of spending, quarterly variance reporting, and so on.

The Project Manager will work with partner departments to ensure that resource requirements are identified and capacity is sufficient.  Where there are competing projects utilizing the same resources, it will be escalated through the appropriate governance structure in order to adjust the priorities and roadmap if needed.

Project Steering Committee: Selected projects will have a Project Steering Committee who will advise on project direction, validate scope and project phasing, and validate requirements and sign-off on design.  The Steering Committee will advise on mobilize of specific SMES (subject matter experts) for discrete project components (process, data, etc), and will advise on overall change management and user adoption strategies.  At least one member of the IT Governance Subcommittee will participate on the Project Steering Committee.

The attributes of a project that would require a Project Steering Committee are those that require active, sustained campus representation in design of solution including requirements prioritization and campus implementation and change management activities, whereby the group needs to engage on a regular basis to work key topics.  These projects typically require this kind of engagement monthly for a full hour at least, hence the need for a separate group than the IT Subcommittee.  These projects also typically benefit from more specialized membership on the project steering committee, i.e. keener knowledge of the process(s) being enabled by the technology.

Project, financial and change management expertise and application and technical expertise will be deployed from UCSF IT and the UCSF Program Management Office to review and support the creation of initial project documentation as a mechanism to ensure the development of thorough cost estimates, and adequate representation on project organization structures.

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Role of IT Governance Committees

IT Governance Subcommittees approves the launch of projects within its domain excluding projects that include the customization of an application or the custom software development of an application.  Final documents submitted to the Subcommittee include an overall scope and approach document and financial plan.  Approval may be in phases, i.e. approval for initial spend to explore a buy vs. build decision, followed by final approval to execute the decision.  

When approved, the IT Subcommittee Chair or staff supporting the committee will communicate the results of the approval to the Functional Owner, Project Manager, Budget Office and each sponsor of funding.   BRM (Debra Fry) is copied in this approval email.  Each sponsor of funding must confirm in writing their commitment to fund their contribution for the year at the required funding level assigned to them.  Detailed budgets for each project must be attached to the approval email, along with a high level work plan that includes start and end dates and key milestones, and actual start date of budget spend.

The Project Manager, with input from the Functional Owner, will draft email and related attachments.  The Project Manager must also request the creation of the appropriate chart fields.

The chairs of the IT Governance Subcommittees will provide semi-annual updates to ITGSC on domain-specific projects.  IT Governance Subcommittees will evaluate all off-sequence project or pilot proposals that meet ANY of the criteria below.  Based on the outcome of the evaluation ITG Subcommittees wil recommend to the ITGSC funding for off-cycle projects.

  • Requires investment over $100,000 (hardware, software and labor) and/or impacting multiple departments;
  • Requires integration with one of more technology applications (research, education, clinical and/or business);
  • Impacts underlying information architecture and/or requires change in architecture;
  • Requires change in IT policy;
  • Requires change in overall workflow and/or business process flow;
  • Requires development of new IT skill set in ITS.

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Funding Process

Funding is provided when: 

  • Initiative has been approved (per the above)
  • Budget plan and accounting chart fields are received by the Office of Budget and Resource Management

Funding is provided up front, at the beginning of the project commencement in one annual lump sum.  Projects are to be managed by the Project Manager and Functional/Business owner as noted above.  The Business Owner is ultimately responsible for ensuring that the project stays within budget, is on track and for providing progress reports and metrics to the IT Governance Committee as and when requested.

Financial Funding Details
A chartstring must be identified for each project.  This will include fund (fund 5000 will be used/department ID (this is the dept ID for the department posting expenses to the project/project (each project will have a unique project ID number).   Each IT project will be a child project to the IT Governance parent Project ID which is 2012834.  This will facilitate running reports of all roadmap projects.  It is the responsibility of the Project Manager to request the correct chartfields to be set up.

Contacts/Questions
Please contact Debra Fry, [email protected], with any funding process questions.

Please contact Mara Fellouris ([email protected]) or Mary Beth Baker ([email protected]) with any approval or project process questions.

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