Increasing successful outcomes for IT projects

Information Technology
IT - picture of people
Project managers understand the impact that the changes they will be introducing with their projects will have on people. It is their job to make it as easy as possible. And for sure, having a few extra strategies can’t hurt!

Technology-related projects at the University follow an IT governance process that starts with a faculty or service submitting a request to have a technology project implemented. Then one of the governance sub-committees (Academic, Research, Administrative) recommends the projects it feels will best meet University needs to the University’s Information Governance Council. Selection of those submissions that will be funded are identified and then projects get assigned to a project manager for execution.

Project managers have a big task and responsibility. Technology is ubiquitous. It’s in the classroom, it’s at work, it’s even in our leisure time! Coupled with the sometimes dizzying rate of change in software and tools, some kind of structured approach is required to increase the likelihood of success to improve the user experience.

Getting serious about this, in the summer 2021, Information Technology implemented a project and portfolio management framework. This model provides a standardized approach to approve, manage, monitor and measure project success. Then in early 2022, training was organized for Information Technology project managers to increase the rigor in how projects are developed and delivered. The courses were inspired by a gold standard in the field, the Project Management Institute.

IT - picture of Daniel Trottier

“Our main objective with the framework is to drive towards consistent positive results. By standardizing our approach across our project portfolio, we are increasing our effectiveness with repeatable...”

Daniel Trottier

— Deputy CIO, uOttawa

Over 14 weeks, 25 staff followed the training curriculum, exposed to a breadth and depth to complement their existing skill sets. Covering knowledge areas such as management of project integration, project scope, and project procurement among others, approximately 30 hours of best practices were delivered. To make the theory more practical and useful, real-life examples from the University were used throughout the sessions.

Project managers understand the impact that the changes they will be introducing with their projects will have on people. It is their job to make it as easy as possible. And for sure, having a few extra strategies can’t hurt! Ultimately, it’s about delivering new tools, new solutions that will bring each student, professor, researcher, and staff member, technology that will help them achieve their activities.