Edition information management project second technology

Save money and simplify with Cengage Unlimited. No other approach offers more insights or tools for IT project management success. Realistic scenarios help students understand and apply all 10 project management knowledge areas to IT projects. Readers master skills in project integration, scope, schedule, cost, quality, resource, communications, risk, procurement and stakeholder management for all five process groups -- initiating, planning, executing, monitoring and controlling and closing.

Please select an option. View More Purchase Options. In contrast to project management, process management deals with organizing and managing repeatable work. The traditional view on project success consists of three parts and is also called the iron triangle or triple-constraint: The project is executed on time. The project is executed within budget. The project produces an outcome of high quality. This consists of two dimensions: Product Scope: What is the product supposed to do?

Performance: How well does the provided functionality work? Both product scope and performance should be defined at the start of the project and high quality is achieved when the project delivers as specified.

These three aspects of project success are not independent from each other. On the contrary, typically improving one criteria implies delivering short on one of the other criteria - e. Recently, it has been argued that these three success criteria are only a small part of a bigger picture. Delivering to specification, does not guarantee that the project actually produces value to the stakeholders. A more general definition of a successful project is one that delivers business value.

However, delivering value is not only a matter of delivering the product to specification, but also delivering the right specification, i. Product development entails processes and techniques for determining the right product or service to build and methods to ensure it is developed correctly and efficiently. Product Development uses different criteria to measure success. Three common criteria are: Feasibility: Is the solution technically feasible?

Desirability: Is there a market, do people want it? Viability: Can the solution be delivered in a sustainable way? The argument for product development as a separate discipline states that while the development of a new product is a unique project, there are clearly similarities in the process to be followed to go from identifying the right product to actually constructing the product correctly and efficiently.

By creating a standard development methodology, the development process can be made repeatable and thus allows for quality improvement and cost reduction. There exists a strong relationship between project management and product development.

The development of a product is an innovative endeavour which requires a project-based approach. Both disciplines also focus on producing outcome according to pre-defined specifications. At the same time there are also some clear differences between both disciplines. The product development process explains what the work is and how to do it correctly. It describes the work required to create the product.

Project management emphasizes communication and coordination so the work is performed efficiently. It focuses on managing the work. A very basic process life cycle consists of four sequential stages: Define: The project goals, rules, approach and cost-schedule-quality equilibrium are agreed upon by the stakeholders.

Plan: A plan is developed for the project. As each project is unique, this must be repeated every time for each project. Currently, the University of Denver employs a range of unconnected tools to manage workflows and processes related to career offices, internships, and employer relationship management. A gap analysis and needs assessment will identify potential efficiencies and cost savings by consolidating these tools with four distinct project phases:. DU Portfolio is a homegrown system that was built by the Office of Teaching and Learning around This software was iteratively developed by developers who no longer are affiliated with the university and is currently on maintenance mode no enhancements will be made.

To follow best practices, IT will partner with Office of Teaching and Learning and other units on campus to find alternate vendors solutions new and DU owned for all current use cases of DU Portfolio. Implement enterprise software s for event planning and order management, marketing and communication, and event registration and billing that is centrally managed and integrates with other campus software.

This initiative aligns with the goal of establishing IT governance and enhances optimization and operational efficiency. Re-evaluation of the current ITSM ServiceNow including focus groups with current users, sending RFPs to other potential vendors, selecting the best vendor, and migrating to a new product if necessary.

Information Technology is partnering with Business and Financial Affairs division to look for a new portal that will modernize our students, faculty and staff experience when accessing technical resources here at DU. We are looking for a portal that will unify access to enterprise information and applications with a modern user interface and personalized content.

The new portal will replace PioneerWeb. Implement a chatbot technology that would help our departments reach and communicate with students where they are. With the help of a chatbot provide access, tools, answers, and resources to prospective and current students and families, staff and faculty around the globe - and around the clock. This interactive chatbot will provide support, intelligence, DU personality and culture with a strong online presence.

IT is working to redesign the way our wireless network connects to the internet and improve outdoor wireless coverage with a focus on high-traffic areas.

Selected IT Projects Roadmap. Do you have an IT project coming in the future? Completed IT Projects Roadmap. Upgrade the routing and switching infrastructure currently providing data communications and Internet access in the Anderson Academic Commons.

To provide Adobe Creative Cloud enterprise license software for all employees and physical lab computers. With the upcoming Adobe contract renewal, all students will be included in the enterprise licensing. This project is to coordinate the expansion of licensing to students. The Applicant Tracking System project was initiated by Shared Services to find a new software solution to better meet the recruiting needs of the University.

Oracle's ePBCS software has been selected as the unified system to support long-range strategic financial planning, as well as annual and multi-year budgeting and forecasting processes. The Common Calendar Project, consists of aggregating multiple calendars and respective events, originating on multiple platforms into a single source, 25Live. Successively, through leveraging the aggregated data, a uniform interface s will be created as a one-stop-shop for public and internal end-users to view all associated events occurring across campus, and beyond.

The system would be made available campus-wide to track all professional development for employees. The succession planning or succession management will be used to identify career development pathways for all levels of employees. This product will be used to manage all advancement related data needed for fundraising and constituent engagement. CRM Advance provides an intuitive, robust network of systems that deliver a contemporary user experience, facilitates our fundraising and relationship building efforts, and positions us well to support and advance DU IMPACT Degree Works is a web-based, degree audit review program that allows students to monitor progress toward degree completion.

Implement an Electronic signature software that allows documents and contracts to be signed digitally with a formal signature. The signature can be created using a mouse, a touchpad or tablet. E-signatures do away with paper forms. Paper forms are replaced with easily tracked and audited digital documents. A platform such as this will benefit prospective students, current students, employees, and donors in many ways in addition to creating major efficiencies within the University Operations.

InfoEd, a vendor-hosted electronic research administration system eRA , was selected for the administration of research grants, contracts and other funded projects and will track the progress of awards for the entire life cycle. Implement a contact tracing software that augments the current manual contact tracing process for COVID This project is a collaborative effort to implement two parallel projects - first, to use existing repositories Activity Insight, Banner, Digital Commons to feed faculty profiles while also working with Ex Libris to create a new system - Esploro - for creating outward-facing faculty web profiles to be used on the du.

Our ERP vendor Ellucian has released a new user interface UI using more current technology for the adminstrative portion of the Banner system. The legacy infrastructure will no longer be supported at the end of Major infrastructure changes will occur throughout the calendar year, including an authentication change to single sign-on and conversion of Oracle forms to a web based solution.

The new UI will be available in parallel with the legacy system to ease the transition to the new product. IT will be sensitive to the critical administrative cycles throughout the year.

The remaining images within the homegrown CourseMedia application will be migrated into JStor and then decomissioning can be performed on CourseMedia and the associated server s. Provide a centralized video management system for University video recordings. This will include the migration of content from existing platforms i.

IT works in collaboration with academic units across campus annually to assess equipment in classrooms and partners with stakeholders to upgrade spaces. Visit Learning Space Enhancements to view completed upgrades. A campus-wide rollout of Microsoft teams that will allow individuals to create their own teams through Microsoft O The Office Software Adoption Initiative aims to simultaneously increase awareness and usage of available applications while managing adoption efforts for newly integrated applications under the Office umbrella.

The Performance Management project was initiated by Human Resources and Inclusive Excellence to find a new software solution that improves efficiency of performance management for employees, approvers, and administrators.

Critical to this first step is the successful implementation of a Space Management System. Civitas Inspire is a student success CRM that will increase efficiency and ease of collaboration between various academic and administrative units across campus through a common record-keeping system equipped with data-informed opportunities to proactively address ever-changing student needs.

Civitas Inspire brings with it the following functionalities:. The Pioneer Travel and Expense project was initiated to review the current state of expense reimbursements, P-Card reconciliation, and travel management to identify a technology solution to improve visibility, efficiency, eliminate paper, and increase the duty of care.

This project includes the on-boarding of an expense management solution software as well as a partnership with a Travel Management Company that can integrate with the expense solution.