| A | B | C | D | E | F | G | H | I | J | K | L | M | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | SA PROJECTS QUARTERLY REPORT - 1.1.20 (covers Oct., Nov. and Dec. 2019) | ||||||||||||
2 | In-flight and Queued Projects by Portfolio | In-flight and Queued Projects by Type | Projects by Status | Analysis | |||||||||
3 | RSSP uses about the same amount of project resources as all other portfolios combined. | ~2/3rds of projects are communications-related. | ~60% of all projects are still in the queue. | The portfolio is unbalanced due to the disproportionately large number of projects in the queue. | |||||||||
4 | Click on the pie charts to see number of projects in each category. | ||||||||||||
5 | Total Projects: 639 33 less than last quarter | (Chart above does not include existing Comms projects.) | A large number of projects were completed in the previous quarter and therefore removed from the portfolio - 33 projects or roughly 5%. The current quarter represents a shortened period due to the holidays and curtailment. | ||||||||||
6 | Portfolio | # Projects This Quarter | Change from Last Quarter | Project Type | # Projects This Quarter | Change from Last Quarter | Status | # Projects This Quarter | Change from Last Quarter | ||||
7 | A&E | 121 | -1 | Comms | 439 | +5 | On-Track | 36 | +1 | ||||
8 | BusDev | 1 | 0 | Purchasing | 144 | -43 | At Risk | 14 | +2 | ||||
9 | CEU | 1 | 0 | Tech | 56 | +4 | Late | 6 | +5 | ||||
10 | DOS | 151 | -5 | 639 | Complete | 30 | -41 | ||||||
11 | PTC | 7 | -4 | Queued | 126 | -5 | |||||||
12 | RSSP | 306 | -18 | Cancelled/Withdrawn | 3 | +1 | |||||||
13 | SA Admin | 19 | -2 | ||||||||||
14 | UHS* | 20 | -5 | ||||||||||
15 | VCSA | 13 | 0 | ||||||||||
16 | Total: | 639 | -37 | *Only UHS Procurement projects are included; their Comms and Tech units are not part of Student Affairs. | |||||||||
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18 | What helps move projects quickly to completion? | ||||||||||||
19 | • Sponsor readiness (clear vision of problem to solve, availability to meet and/or assign a delegate) • Thorough requirements-gathering and specs provided in advance • Visiting early with SA Projects team, Ellen Topp and/or Amy Weissenbacher at idea stage rather than at submission deadline • Having a business analyst in the department • Openness to solutions and/or vendors that you may not have considered • Vendor willingness to sign UCOP Terms and Conditions • Partner availability (e.g., SIS, IST, 3rd party vendors & subcontractors) within desired timeline • Executive's familiarity with their portfolio so if things change, the trade-offs are understood | ||||||||||||
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