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CANHEIT

It’s about time we provide real institutional value

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Topics

How we came to be

Today’s Services

Challenges

Transformation – adding real value

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How we came to be

Bunch of rag-a-muffin PM’s/BA’s working on what ever projects their manager assigned

PwC Review came in and said thou shall have governance, so we created Governance (senior VP level)

PMO formally created (including 2 new headcount ☺) to support our IT Governance Council (ITGC)

- Funnel large (> $100K) projects for approval and provide updates

- Sheppard IT and Security policies for approval

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Todays Services

ITGC Support (IT Policy approval, present and monitor large projects)
Project Management
Business Analysis
Change Management

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Project Management

Services

Leading some ITGC (IT Governance Council) projects
Project intake process
Campus IT project awareness (monthly meetings)
Large initiatives support
Training
Best practices and industry standards
Frameworks
Consultation

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Business Analysis Services

Leading BA activity in some ITGC projects
Large initiatives support
Training
Best practices and industry standards
Frameworks
Consultation

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(Organizational) Change Management Services

Leading change management in some ITGC projects
Large initiatives support
Training offered every semester (except summer)
On demand training
Best practices and industry standards
Consultation

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Challenges

Prioritization challenges, same staff work on projects while also expected to move the PMO forward.

To mitigate the above challenge, we have adopted a Scrumban (Agile Scrum and Kanban) way of working
Get to a point where we have prioritization in place to move the PMO forward

No mandate as we are a decentralized IT to follow our processes.

Mitigation: see later slides (we are getting strong support from top-of-the-house areas)

Lack of tool sets: Mitigation see later slides, PPM
Inefficient processes, lack of standards and automation (non-standard presentations of budget, status updates, etc.)

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Transformation – adding new value

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Portfolio

Management

Strategic Alignment

Prioritization

Business Value

Change Impact

Resource / Stakeholder Optimization

Funding Sources

Risk Management

Governance

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STO

PMO

U of G has set up a Strategic Transformation Office. Through their oversight many campus reviews have been initiated. This includes an IT Review which kicked off May 27 at our university.

The impetus for these many reviews is the need to build a resilient and future-ready U of G. The key goals of the STO is:

Modernize the University’s operations, this includes heavy investment into HR, Finance and Research Administration solutions.
Invest in faculty and staff success, thereby improving workplace satisfaction, wellness and employee engagement.
Embrace digital solutions and continuous innovation
Eliminate the structural budget deficit

Originally STO was to set up its own PMO. However, after understanding the value of the IT PMO we moved to a partnership.

We have provided strong guidance and resourcing around project management, business analysis and change management.

We are not just focused on IT change, but institutional change. We have knowledge about the many initiatives on campus and understand the overlapping impact. We can provide guidance in timing and prioritization. We add formality and frameworks to non-IT efforts.

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Lab

Purchasing

Lab Equipment

Physical Resources

Animal Use

Hospitality

Research Tools

Example

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TRUE

CENTRES OF EXCELLENCE

CM

BA

IT Governance

CI

PM

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IT

Strategic Transformation Office

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Alex Letona – aletona@uoguelph.ca

Kent Hoeg – khoeg@uoguelph.ca