Project Guide for Project Managers and Directors

Quick Links: | Project Definition | Project Submission | Project Initiation | Project Execution and Monitoring | Project Closure |

Project Definition

A project is a temporary endeavor with a defined start and end date undertaken to deliver a unique product, service, or result. Projects differ from operational work in that they introduce change, require coordinated planning, and carry defined outcomes.

Best Practice:
Before submission, ensure the work truly meets the definition of a project. If it does not create a unique outcome or has no clear end, it likely belongs in operational or maintenance queues.

Project Submission

All projects must be submitted through the DoIT Project Submission Service.  

This ensures proper intake, prioritization, transparency, and alignment with the Division of IT and institutional priorities.

Operational / Maintenance Project Submission

Operational and maintenance-focused work requires the following information at submission:

• Estimated hours for completion

• Required staff and roles

• IT departments involved

• Designated Project Lead

If all details are not available at the time of submission, they may be refined later. However, providing accurate estimates upfront improves workload planning and queue management across IT teams.

Best Practice:
Even for operational work, clearly articulate the problem being solved and the expected outcome. This avoids scope creep and misaligned expectations.

Non-Operational / Maintenance Project Submission

Projects that are non-operational (e.g., new systems, enhancements, integrations, or initiatives) are submitted through the same service. Once received:

• PCMO Analysts review the request

• High-level requirements are analyzed

• The request is categorized and routed to the appropriate project queue

Best Practice:
At submission, focus on what is needed and why. Avoid solutioning too early. Clear problem statements lead to better requirements and stronger project outcomes.

Project Initiation

Project Initiation formally transitions an approved request into an active project and establishes the foundation for execution.

Converting and Creating Project Requests

When approved and ready to begin:

1. Open the ticket

2. Navigate to Actions > Convert to Project

3. Select the appropriate Project Type (e.g., Division of IT Maintenance Operations Projects)

4. Under Advanced > Project Template, select the applicable template (e.g., Operational Project)

This action loads standard artifacts such as:

• Operational Project Checklist

• Hardware Installation Plan

• Application Development Plan

Requirements Gathering (Critical Initiation Step)

Requirements Gathering is a mandatory best practice during initiation for all non-trivial projects.

Purpose:
To ensure a shared understanding of business needs, constraints, success criteria, and scope before execution begins.

Key Activities:

• Identify stakeholders and subject matter experts

• Elicit requirements using interviews, workshops, document reviews, and observation

• Document functional, non-functional, and business requirements

• Validate requirements with stakeholders

• Establish scope boundaries and assumptions

Outputs:

• Documented and approved requirements

• Defined in-scope and out-of-scope items

• Clear success criteria

Skipping or rushing this step is the fastest way to guarantee rework, delays, and dissatisfaction later in the project.

Adding Project Resources

Project resources must be added so individuals can be assigned tasks and report time and effort.

Steps:

1. Open the Project

2. Go to the Resources tab

3. Select Actions > Add Resources

4. Enter resource details

An individual must be added as a resource before being assigned project tasks.

Adding Stakeholders

Add stakeholders to ensure visibility, updates, and communication. Stakeholders will be notified of progress through the client interface.

1. Stakeholders ensure visibility, communication, and alignment.

   Steps:

2. Open the Project

3. Navigate to the Stakeholders tab

4. Select + Add

5. Enter stakeholder details

6. Stakeholders receive updates through the client interface.

Completing the General Section

Complete all required fields under the General tab, including:

• Impact Level

• Project Communications approach

• Project Costs

Accurate completion supports reporting, governance, and executive visibility.

Project Execution and Monitoring

Project Plan Creation

Select an appropriate planning method:

• Card Wall (Agile-style)

• Waterfall (Task-based sequencing)

Applying the Operational Project template provides baseline plans such as:

• Operational Project Checklist

• Hardware Installation Plan

• Application Development Plan

Best Practice:
Plans should directly trace back to approved requirements. If a task does not support a requirement, it likely does not belong in the plan.

Project Implementation

Execute project tasks while actively monitoring:

• Risks

• Issues

• Dependencies

• Scope changes

Risks and issues should be logged and managed within TeamDynamix as they arise.

Weekly Status Updates

P

Project Managers are required to post weekly status updates.

Steps:

1. Go to Project Details > Update

2. Update:

   • Status

   • Percent Complete

   • Comments (recommended)

3. Save the update

Important Note: If no updates are posted within 8 business days, the project health will automatically downgrade by one level.

Project Closure

Once work is complete, formally close the project in TeamDynamix.

Steps:

1. Go to Project Details > Actions > Close

2. Select whether to send a Closure Survey and specify recipients

3. Update:

   • Project Status

   • Health

   • Percent Complete

   • Additional Comments

4. Save to confirm closure

Best Practice:
Confirm all requirements have been met and accepted before closure. Capture lessons learned to improve future projects.

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