|PROJECT INTAKE FORM
The PMO project intake process begins with the Project Sponsor submitting a completed Project Intake Form to the PMO to be submitted to the IT Steering Committee for approval to become an official project.
ROLES and RESPONSIBILITIES
• Project Sponsor/Requester develops their project idea into a project proposal for consideration by the IT Steering committee
• IT Steering Committee evaluates the project proposal and makes the decision to approve as an official project
• PMO Team serves as the liaison between the Project Sponsor and the IT Steering Committee until the proposal becomes an official project
Project Intake Form - The PMO has developed a form to be used by all for requesting a project to be presented to the IT Steering Committee. Provide below is the information required from the Sponsor:
• Submitting Department: Identify the department from which the proposal is originating.
• Project Sponsor(s): Name the individual that will serve as the project's sponsor. The project sponsor provides clear support for this project or initiative.
• Project Name: The unique name of the project or initiative as it is commonly known. Define any acronyms used in the project name.
• Preparer's Name: The name of the person who has prepared the project proposal.
• Project Type: The project type may change during the IT Steering Committee Review.
• Business need(s): Briefly describe the business need that is driving this project request. It helps to state this in terms of "We have a problem…" Business needs should be considered in three categories:
1) Strategic - affecting the entire organization or key external stakeholders
2) Tactical - affecting multiple business units
3) Operational - affecting specific business processes within a given functional area
Additionally, describe the cost of the problem. This identifies the impact on the department/center or University if no action is taken to address the identified business need.
• Business Objective(s): Describe the business objectives addressed by the proposed project. Note that business objectives are separate from the project objectives which are later developed in the project's detailed scope of work and project plan. Business objectives address the previously identified business needs; the successful execution of the project would allow the agency to achieve the business objectives and satisfy the stated business needs.
Business objectives can be strategic, tactical or operational in nature and correspond to the business needs in the same categories.
Examples of strategic objectives are:
a) Lower operational costs
b) Improve customer service
Examples of tactical objectives are:
a) Increase access to data for stakeholders in a specific functional area
b) Improve coordination of services between business units
Examples of operational objectives are:
a) Greater efficiency in a specific business process
b) Decrease reliance on staff time to perform specific functions.
To the greatest extent possible, identify quantifiable business objectives. For example: "By FY2013, lower operational costs by $50K".
• Budget Available: Funds must be budgeted for the project in order for the request to be accepted for review by the IT Steering Committee.
• Proposed High-Level Scope of Work (SOW): This is a brief, high-level description of what the project is expected to accomplish, what is in scope and what is out of scope for this proposed project. Include the projects' purpose, objectives, major milestones and expected deliverables. If the proposed project is approved to proceed, this High-Level SOW will form the basis for the Detailed SOW later developed as part of the project plan.
• Assumptions & Constraints: Certain assumptions must be made when identifying and estimating the required tasks and timing for the project. List any assumptions used to develop the SOW and resources. Also identify any known factors that may limit the project execution (constraints). Since constraints impact schedules and resource needs, these should be identified as early in the project initiation process as possible. For example, if an accounting rule change has occurred that requires a system modification to comply by a known date, this can impact the priority, the schedule and/or the number resources planned for the project. Identify any significant dates by which the project, or specific milestones, must be complete.
• Major Risks: Identify any major project risks known at this time. A risk is an uncertain event or condition that can have either a positive or negative impact on a project's objectives. Although risks and associated risk response activities may change over the course of the project, it is critical to begin identifying risks as early as possible in the project initiation and planning phases. Identify those items that are barriers to achieving project success. These risks, with their associated risk response activities, will be further detailed in the subsequent detailed SOW and project plan, but it is important to identify them during project initiation so that the proposed project may be appropriately evaluated.
• Operational Considerations: Identify any operational considerations that will be impacted by the project. These considerations may impact other teams outside of the initiating team. The submitter of this document should attempt to view the "big picture" of how the project will impact every team and operation within the university.
• Internal Priority: What is the priority of this project in relation to other on-going or planned projects? Prioritize this project with respect to other projects currently being planned or proposed; use the project priority list as a guideline. Provide a brief explanation as to why the business area has identified the project as a priority. Include links to program objectives, strategic plans, legislative mandates, etc. Indicate priority on a scale of 1 - 10, with 1 being the highest priority.
1. The project sponsor/requester completes the Project Intake Form providing all of the required information. The request is submitted to the PMO to be presented to the IT Steering Committee.
2. The PMO Team submits the project request to the IT Steering Committee as an agenda item for the next regularly scheduled IT Steering Committee meeting. The project sponsor attends the meeting to provide clarifications and respond to the committee's questions as required.
3. The IT Steering Committee reviews and evaluates the project request; approves the project request to become a project, deny the project request as a project or place in a Pending or Hold status with reason.
4. The project sponsor of approved projects attends IT Steering Committee meetings during the project lifecycle.
5. If the project proposal is approved as an official project, a Project Manager is assigned to the project.
The output from the project intake process is the IT Steering Committee's approval decision. The approved project request information will become input to the remaining project initiation processes, i.e. Charter development; and the Project Planning Processes.