Overview
This article includes definitions for fields commonly used in the DoIT Project Portfolio Report.
Definitions
What is a Project
A project is a temporary endeavor undertaken to create a unique product,, service, or result. 'Temporary' means having a definite beginning and end. Projects are characterized by defined success criteria and goals, a clear start and end, a specific scope, allocated resources, and a series of planned activities designed to deliver measurable outcomes.
Within the university context, projects may involve:
- Technology implementations or upgrades
- Business process improvements
- Policy or operational changes
- Organizational initiatives aligned with strategic priorities
In addition, projects often require collaboration across departments, stakeholder engagement and structured change management to ensure successful adoption and long-term value.
Project Classification/Sizing
Projects are classified as either Small/Medium or Large Projects based on their scope, complexity, and organizational impact. Here are general guidelines for classifying a project:
| |
Small/Medium Projects (20-230 Hours) |
Large Projects (>230 Hours) |
| DoIT Resource Hours |
20-230 |
>230 |
| DoIT Departments Involved |
1-3
|
4+
|
| Complexity |
- Less complex problems or solutions
- Small to moderate modifications to existing infrastructure or architecture
- Internal resources have the necessary skills and experience
- Most operations/maintenance projects
|
- Complex problems or solutions requireing significant discovery or research
- Major modifications to infrastructure or use of new technology
- May require external expertise and internal upskilling
|
| Stakeholder Impact |
Impact is limited to one or a few departments |
Broad or campus-wide impact across multiple departments or populations (e.g., students, faculty, staff) |
| Level of Project and Change Management Needed |
Requires small to moderate levels of project and change management |
Requires comprehensive project and change management |
Project Types
The Division of IT has organized projects into two types-Operations/Maintenance and Strategic. Organizing projects into types is a widely used approach in portfolio management and here's why:
- Clarifies Purpose and Value
- Operations/Maintenance Projects: Typically focus on keeping systems and services running smoothly, ensuring compliance, or addressing immediate issues.
- Examples: System patches, routine upgrades, bug fixes, policy updates.
- Strategic Projects: Drive forward the institutions, digital transformation initiatives, and major service redesigns.
- Helps with Prioritization
- This distinction helps leadership prioritize limited resources toward projects that are either essential (Ops) or transformational (Strategic).
- Organizations can use different evaluation criteria for each (e.g. risk mitigation vs. alignment with strategic pillars).
- Supports Resource Planning
- Strategic projects often require cross-functional teams, longer timelines, and more change management.
- Ops projects are often handled by smaller, specialized teams with repeatable processes.
- Improves communication
Project Statuses
| Status Values |
Definitions and Use |
| New |
This is the default project status when a ticket is converted to a project request. This status is not used in the DoIT active project reports and is not recommended for use. |
| Non-PCMO: Project Analysis |
Operational/maintenance or small project undergoing analysis by a specific department in the Division of IT. This step includes developing requirements, a scope of work, resource identification and time estimation for the project. |
| PCMO Intake: Analysis |
Works with the requester to define high-level business requirements and document desired outcomes/benefits they are hoping to achieve. Confirms leadership support for the project request to move forward into the scoping phase. |
| PCMO Intake: Scoping |
The project details are reviewed with the identified IT teams and a high-level scope of work is developed, resource requirements identified, a time estimate is developed and the effort section of the scorecard is completed. |
| Backlog / Ready To Work |
Projects are put in this status when the project analysis/scoping is complete and the project is ready for prioritization. |
| PCMO: PGC Review |
TBD |
| In Process |
Update the project to the In Process status when the project kick off meeting has occurred, and the project is actively being worked on. |
| On Hold |
Update the project to the On Hold status when work has started but needs to be put on hold. |
| Complete |
Projects are considered complete when the sponsor signs off on the project deliverables, documentation is completed and operationalized,, the closure survey is completed, and the project statis os set tp c;losed in Team Dynamix. |
Project Health
Project Health definitions
| Health Value |
Definition and Use |
| None |
A blue line icon; no status assigned. Used when a ticket or project request has been moved to an active project, but work has not started. |
| Green |
A green square icon; Project on track. |
| Yellow |
A yellow triangle icon; Project is encountering challenges, but actions are being taken to address them. Risk Register and/or Issues log should be updated as appropriate. Ensure sponsor is aware. |
| Red |
A red circle icon; Project is (or may likely become) significantly off-track, and actions to mitigate risks or address issues are not working. Risk Register and Issues log must be updated. Immediate escalation to sponsor is required. |
Project Priority
| Priority Values |
Definition and Use |
| Low |
Low significance or impact on the university's strategic plan and IT strategic pillars. May involve non-critcal tasks or intiratives that can be differed without causing harm. These types of projects often involve a signle department or area. |
| Medium |
These types of projects contribute moderately to the university's strategic plan and IT strategic pillars. They often impact several areas or departments, an entire division or entire population (all students, all faculty, or all staff). |
| High |
Are of the utmost importance to the university's strategic plan and IT strategic pillars or presidential initiative (e.g. Enrollment Continuum). These projects receive top-level attention, substantial resources, and have a campus-wide impact. They often have strict timelines and are considered critical for the university's immediate or long-term success. |
| Critical |
Circumstances arises from an unforeseen occurrence or condition (e.g. vendor goes out of business, natural disaster or extreme weather event occurs). |
Executive Sponsor Division
In Team Dynamix, there are multiple options to select from for this field: Academic Affairs, Associated Students, Business and Finance, Campuswide, Chico State Enterprises, Information Technology, President's Office, and Student Affairs. The term 'Campuswide' may not be intuitive, so here is a definition:
'Campuswide' Definition:
Projects that impact or provide value to multiple divisions, or the entire university community.These projects typically have broad institutional relevance, involve cross-functional collaboration, and support strategic goals or compliance requirements that extend beyond a sing unit or local need. It is used when there is not a clear single division that is the sponsor of the the project.
Examples:
- Box to OneDrive
- Chat GPT
- AI Communication & Governance Plan/Framework
- Affirmed Name
- Campus-wide cybersecurity initiatives