Getting the Right People
1 / 11

Getting the Right People On the Right Projects At the Right time - PowerPoint PPT Presentation

  • Uploaded on

Getting the Right People On the Right Projects At the Right time. Theory of Conscious Alignment. Grand Strategy / Vision / Mission. Strategic and Cultural Leadership. Business Culture. Strategic Objectives. Strategic Initiatives. Prioritization Criteria. Project Portfolio Management.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about ' Getting the Right People On the Right Projects At the Right time' - axl

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

Getting the Right People

On the Right Projects

At the Right time

Theory of Conscious Alignment

Grand Strategy / Vision / Mission

Strategic and Cultural Leadership

Business Culture

Strategic Objectives

Strategic Initiatives

Prioritization Criteria

Project Portfolio Management

Project Prioritization

Resource Allocation

Solution Implementation

Project and Business Management

Ongoing Operations

Explicit and managed alignment of actual resource utilization with the stated strategic objectives of the organization.

Prioritization Criteria

Project Prioritization


Grand Strategy


Theory of

Conscious Alignment



Strategic Objectives

Strategic Initiatives

Resource Allocation

Ongoing Operations

Solution Implementation

Vision / Grand Strategy / Mission

  • The Office of Information Technology (OIT) supports the mission and objectives of BYU by providing:

    • Infrastructure that supports communication, data, and multimedia; and offers worldwide access to services anytime

    • Tools that enhance learning, teaching, and scholarship

    • Tools necessary to improve the key decision-making and administrative processes of BYU

    • Tools that enable electronic communication and collaboration

    • Training and support that enable members of the BYU community to effectively use technology products and services

  • All activities within OIT will be done with an attitude of customer responsiveness and cost consciousness, ensuring that all products and services are reliable and secure. OIT will appropriately leverage the resources of BYU in ways that benefit other CES units and the Church.

“If you can’t say it simply, you probably don’t understand it.” Albert Einstein



Customer Oriented

“Customer is King!”

Process Focused

“The Right Way!”

Employee Retention

“The Best Place to Work!”

Product Driven

“Quality is Job One!”



Corporate Culture

“An organization’s culture provides order & structure for activity.” William Schneider

Corporate Culture





“Culture determines how success is defined and accomplished.” Peter Drucker


Does it reduce unnecessary/likely system redundancy, hard costs, and cycle time?

4 = unnecessary/likely redundancy and cycle time

2 = unnecessary/likely redundancy or cycle time


↑if it decreases identifiable hard costs

↓ if it increases identifiable hard costs


Does it respond to the immediacy of need and the dimensions of integrity?

5 = urgent

3 = pressing need

1 = not urgent


↑= system and process(data) integrity

↓ = system or process(data) integrity


Does it enable or improve the ability of the user/provider to do what they need to do?

5 = user and provider

3 = either one

1 = neither one


Does it easily integrate with the proposed architecture / standards / other products?

5 = supports the architecture/relatively easy to implement

3 = moves towards the new architecture/modifications to existing infrastructure required

1 = does not comply with the architecture/major modifications required to the infrastructure


How broad? How varied? How many users?

5 = extends beyond BYU-Provo campus

4 = BYU-Provo, or large subsets of multiple campuses

3 = supports a large subset of BYU-P

2 = supports a smaller subset of BYU-P

1 = supports a very small subset of BYU-P


Is this moving toward evidenced best practices?

5 = Evidence of benefit and transferability

3 = Evidence of benefit but no evidence of transferability

1 = No evidence of benefit

Project Prioritization Model

Strategy / Objective

Proposal Criteria

Proposal Scoring Anchors


Optimize the use of resources


Improvement of Reliability and Integrity


Increased Effectiveness and accessiblity


Seamless and interoperable technology


Reach/Supports our customer-consumer base


Appropriate Technical Risk


Customer Responsiveness


What level of sponsorship is directly involved in the request or proposal?

During Resource Planning – this criterion is not applicable, since Product Portfolio Managers will have reviewed all projects with the members of the President’s Council.