ORIS GOVERNANCE PROCESS

Transcription

1 ORIS GOVERNANCE PROCESS Governance of the Office of Research Information Systems (ORIS) will involve interactions with three other entities: the Databases and Infrastructure (D&I) Subcommittee, the GeaR (Georgia electronic administration of Research) Council and the Office of Research Fiscal Affairs (ORFA) (Figure 1). Figure 1 - Basic relationship between the 4 relevant OVPR entities. OFFICE OF RESEARCH INFORMATION SYSTEMS PLANNING: The D&I Subcommittee will provide ORIS the necessary guidance to produce the following documents on an annual basis: 1. Master plan. This document outlines the unit s goals over the next 5- year period. The goals state the end results that ORIS will achieve in accomplishing its mission. This document is updated yearly as circumstances change. 2. Yearly Objectives Plan. This document defines the unit s objectives over the next fiscal year. The objectives state specifically what the unit will do to accomplish its goals in that time period. The objectives 1 30 May 2012

2 should be measurable and this plan will identify benchmarks that can be used to evaluate movement toward achieving the goals. ORIS will complete the master and yearly plans by providing the details and costs required to implement these plans: 1. Infrastructure hardware (servers, storage, network, etc) 2. Desktop hardware 3. Professional Development/Training 4. Staffing 5. Major development initiatives 6. Other considerations These documents will be discussed with the D&I Subcommittee, and with advice from ORFA, revised and submitted to the GeaR Council for approval. RESOURCE ALLOCATION ORIS projects and operations that may directly impact other OVPR units or units outside of OVPR must be prioritized and managed via the D&I Subcommittee Procedures. ORIS resource allocation to these projects will be commensurate with the prioritization assigned by D&I. ORIS discusses major purchases with D&I, ORFA and GeaR Council. DATABASES AND INFRASTRUCTURE (D&I) SUBCOMMITTEE The D&I Subcommittee is the primary working group of the GeaR Council. The D&I Subcommittee has the responsibility for OVPR project management, OVPR portfolio management, OVPR project prioritization and resource monitoring. These responsibilities are delegated to the D&I Subcommittee from the GeaR Council. PROCEDURES The D&I Subcommittee must follow its Procedure document (Attachment 1) as approved by the GeaR Council. OTHER DUTIES The D&I Subcommittee must present a summary of its activities to the GeaR Council on a regular basis. This presentation should include a summary of projects prioritized and completed, and an update on changes to the subcommittee's procedures and prioritization process. GEAR COUNCIL The GeaR Council is the representative body for OVPR Process Owners. OVPR Process Owners are those in OVPR who are given responsibility for the management of business process by the Vice President for Research. The GeaR Council must represent all OVPR Unit Process Owners via direct involvement in the group or through the use of a delegate. The Council also includes representation from non- OVPR units with stakeholder interest, e.g., Contracts & Grants, Office of the Senior Vice President for Finance & Administration, Environmental Safety Division, Office of 2 30 May 2012

3 the Chief Information Officer. The focus of the Council is, of course, electronic administration of unit processes. The Councils meetings will comprise: 1. Regular presentations by the D&I Subcommittee 2. ORIS Yearly Objective Plan approval or updates 3. ORIS Master Plan approval or updates 4. Relevant IT developments outside OVPR 5. Other topics of interest OFFICE OF RESEARCH FISCAL AFFAIRS The Office of Research Fiscal Affairs (ORFA) is responsible for monitoring and controlling expenditures under the direction of the Vice President for Research. ORFA will provide ORIS with a budget to carry out its specified duties. ORFA apprises ORIS, D&I, and GeaR Council regarding budget status when requested May 2012

4 Attachment 2 D&I Committee Procedures Prioritization Phase Project Submission 1. Process Owner, in collaboration with Project Manager(s), submits a Detailed Project Plan. Note that some fields on this form will be completed later with the assistance of a Project Manager. The Project Description should include (* indicates required): 1. Purpose: why the project is important.* 2. Stakeholder(s) and Process Owner.* 3. Description of deliverables, including documentation, training aids, etc.* 4. High- level project plan needed to achieve these deliverables.* 5. Estimated costs and human resources required for each task. 6. Required start date and completion date, if known. 7. Risks and unknowns 2. Functional Project Manager places the project on the agenda of the next D&I Subcommittee meeting. Functional Project Manager provides the Project Description to each D&I Subcommittee member for review prior to the meeting for evaluation. Project Prioritization 3. Using the Detailed Project Plan, the D&I Subcommittee evaluates the cost/benefit, including hard (readily quantifiable) and soft (not easily quantifiable) benefits of the proposed project and reaches consensus on its priority. Cost: Includes activities that directly or indirectly consume resources over relevant time period. a) Hardware and software costs, including all costs related to acquisition, implementation, maintenance and training over useable lifetime. b) Salaries and wages, benefits c) Training d) Costs of Inefficiencies, e.g., workarounds R - Responsible Those who do the work to achieve the task. There is typically one role with a participation type of Responsible, although others can be delegated to assist in the work required. A - Accountable (also Approver or final Approving authority) Those who are ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible is accountable. In other words, an Accountable must sign off (Approve) on work that Responsible provides. There must be only one Accountable specified for each task or deliverable. C - Consulted Those whose opinions are sought; and with whom there is two- way communication. I - Informed Those who are kept up- to- date on progress, often only 4 30 May 2012

5 Benefit: Any expected result of the new project that provides either direct or indirect benefit to the organization and its stakeholders. Benefits may be hard (readily quantifiable) or soft (not easily quantifiable). a) Actual cost reduction, reimbursements b) Data quality improvement i. Includes accuracy, completeness, timeliness and security. ii. Evaluation is within the relevant context, (e.g., OVPR- wide or within a specific process). c) Infrastructure and support improvement. i. Includes reliability, availability, response time, usability and maintainability. d) Service and systems quality improvement. i. Includes reliability, responsiveness, user satisfaction, adaptability and assurance. ii. Evaluation considers the number of end- users affected by the service and the importance of their role to the organization. e) Facilitation of research opportunities. ii. Will project increase or help to increase the incoming research/commercialization dollars? iii. Will project enable researchers to expand into new areas or ease the development of new collaborations? 4. The Technical and Functional Project Managers fully develop the Detailed Project Plan (tasks/deliverables/dates/resources/ budget) in collaboration with the Process Owner or Process Owner s delegate. The Detailed Project Plan form is completed and provided to the D&I Subcommittee and posted on Project Server. 5. Functional Project Manager adds approved, prioritized project to Project Schedule. 6. Project moves to Execution phase May 2012

6 Execution Phase Design Review 7. Implementation Group creates a Sakai project folder to contain all project documents and any required narratives 8. Prior to proceeding with development, the Implementation Group will review the design documentation with the D&I Subcommittee to ensure that OVPR best practices are being utilized and to field any other concerns from the group. 9. The Implementation Group will present a Gantt chart for the project and review the tasks, resources, and project timeline. A Gantt chart is required for every project, regardless of complexity. 10. The D&I Subcommittee can approve the project for transition into the Project Execution phase or can require that changes be made to the project. Implementation Group: Consists of the Technical and Functional Project Manager, the Project Leader and any other technical or functional personnel necessary. Maintenance Group: Consists of the Project Leader and any other personnel listed within the Management Plan. Project Execution 11. Implementation Group proceeds with development. 12. Implementation Group updates tasks and task progress as needed via the project Gantt chart. As changes are made to the design, the design documentation is updated and reviewed with D&I. 13. D&I Committee monitors project progress against the design documentation and Gantt chart on a weekly basis. 14. Process Owners and end users engage in iterative acceptance testing as development proceeds. 15. Project team completes technical execution. Project Documentation 16. After technical execution is complete all project documentation is reviewed and updated by the Implementation Group. Documentation regarding maintenance requirements are also created as well as entries into the OVPR IT Wiki. Final Acceptance 17. Perform acceptance testing. Process Owner defines the criteria for acceptance testing; including the participants, tests of functionality, type of documentation, and training plans. Based on the results of this testing, the Process Owner would then sign off on the acceptance testing process. There should be three primary areas of testing: a) Functional does the deliverable perform as needed? b) Documentation is the documentation provided adequate for end- users and staff to utilize the deliverable. Is the necessary documentation in place for support personnel to properly maintain the deliverable? c) Training Is the training plan, if applicable, adequate for users of the deliverable May 2012

7 Project Closeout 18. D&I Subcommittee evaluates the project via an Implementation Group report. The report should include: a) Demonstration of project if applicable b) Review of project documentation c) Evaluation of effectiveness of overall project: 1. Discuss project strengths and weaknesses 2. Compare project goals to outcomes d) Evaluation of Project processes: resource management, time management, team communications, etc. e) Recommendations for improvement 1. The project 2. The process 19. If applicable, the Process Owner(s) or designate(s) discuss the project with the D&I subcommittee and evaluates project by addressing the following areas: a) Effectiveness of overall project and service to stakeholders b) Quality of project deliverables c) Project processes: budgeting, resource management, time management, communications, documentation, etc. d) Recommendations for improvement 20. D&I Subcommittee meets to determine if any follow- up projects are required. 21. Project moves into Maintenance phase. Maintenance Phase Issue Management 22. The Maintenance Group documents all issues in FogBugz. 23. The D&I Subcommittee reviews any critical issues within FogBugz on a weekly basis. 24. The Maintenance Group implements fixes as needed. A project in the maintenance phase maintains its original prioritization score. A project with a higher prioritization score should have issues of the same severity level addressed prior to a project with a lower prioritization score. Regardless of project priority, high severity cases are addressed prior to low severity cases. Management Plan Review 25. On a quarterly basis, D&I will review the maintenance of the project in relation to the stated goals of the Management Plan 26. If this review indicates that subsequent projects, to support or expand the project, are needed, D&I will make this recommendation to the Process Owner or OVPR IT Director as appropriate May 2012

8 Attachment May 2012