Enterprise IT Project Management Office

What does the PMO do?

Facilitate the collection of project and work requests by using the UIT Departmental Project/Work Request from various departments and campuses to assist the administration in monitoring UIT workloads and allocating resources efficiently.

• Reviews, assigns, and supports projects that may impact all 4 campuses.
• Manages IT investments to maximize value, minimize risk, and ensure transparancy.
• Facilitates project prioritization.
• Conducts responsible project management; effectively managing, coordinating, and communicating:  Scope, Cost, Schedule, Risk, Issues, Quality, Outcomes, and Success.

What does the project manager do?

• Provides vision and direction for the project with the support of the Executive Sponsor and Steering Committee.
• Increases efficiency by working with the project team to define and coordinate the project's work and tasks.
• Controls scope by continually addressing scope management throughout the life of the project by regular monitoring, saving effort and cost.
• Manages budget tracking and advising not only the monetary and equipment costs, but also the people resources, both internal and external.
• Manages time by controlling the project schedule including examining milestones, key dates, and the critical path thoughtout the project's life cycle.
• Schedules the work by ensuring that all the project team work on their tasks in the correct order including duration and identifying and mitigating any problems that may delay project from making its deadlines.
• Manages risk by identifying potential risks, assessing their impact, and making plans to avoid, accept, or mititgate these risks. The goal of risk managment is to reduce negative outcomes and maximize benefits.
• Assist with Procurement by develop requirements and scopes of work as well as reviewing contracts and identifying required staff and resources.
• Communicates project progress. The project mananager is responsible for communicating with Stakeholders, Vendors, Customers, Leadership, the project team, and YOU. This decreases confusion and increases accuracy!
• Close the Project. Closing a project includes finalizing all project activities completed across all phases of the project. Deliverables are reviewed by the team and shared with the client. A project closure report is completed.

Does your project need a Project Manager?

Due to limited Project Management resources, assignment of a project manager is assessed based on current workload, project scope, complexity, and impact to the MSU Enterprise.

• Significant Campus or Strategic Impact
  • Large Campus or Multi-Campus Scope/Impact
• Regulatory or Legal Compliance
• Impact to the delivery of Information Technology services, applications, and hardware such as:
  • Significant upgrades or releases to software
  • New applications and functionality university wide
  • Any IT aspect to a larger project such as construction, remodels, or curricular development
• Any faculty research project that that requires significant UIT resources or impacts the Information Technology operation of the university