We use a portfolio management methodology at ASU where we have an
Executive IT Steering Committee establish non-mandatory priorities.
The executive committee essentially consists of the University Vice
Presidents. Most of the time, each of the non-mandatory projects which
appear in our portfolio throughout the year are sponsored by one of the
VP's, and usually funded from his/her sources. There are exceptions to
ownership, sponsorship, and funding, and these are handled on a
case-by-case basis, and most often the exceptions fall to being owned,
sponsored, and funded by IT.
The process works fairly well, keeps much of the inevitable shifting in
priorities to a minimum, and at least has the look of strategic
Please let me know if you need any further information from us on this
matter. The process is not without its challenges, but has worked
fairly well now for a few years.
Mark A. Hoeting
Arkansas State University
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From: Peter Kahn [mailto:[log in to unmask]]
Sent: Thursday, February 09, 2006 1:40 PM
To: [log in to unmask]
Subject: [CIO] Prioritization of Projects
I was wondering if anyone of you had a formal (as in agreed to and used)
process or framework to [help] prioritize projects for work, especially
advance of a new fiscal year.
This has been a thorny issue over the years, justifying which projects
forward and which don't. Some of it is quite straightforward (regulatory
changes), some are tradeoffs and some (in the case of new technology)
[somewhat] leaps of faith.
The tradeoffs, especially between departments are where I am most
seeing other approaches.
Please forward these to me at [
fcp:[log in to unmask],[log in to unmask]
][log in to unmask]
Thanks in advance.
Peter A. Kahn
Director, Enterprise Systems Services
Information & Technology Services
Humber Institute of Technology and Advanced Learning
205 Humber College Blvd.
Toronto, ON M9W 5L7
V 416-675-6622 x4140
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