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Project Management Forum 21 March 2011. Welcome Benefits Management Focus in 2011 Kathy Wheeler Head, Project Portfolio Office. Risk Management for Projects Steve Callaghan HR Systems and Superannuation. Project Risk Management. Stephen Callaghan Manager HR Systems and Superannuation

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Project Management Forum 21 March 2011

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    1. Project Management Forum21 March 2011

    2. WelcomeBenefits Management Focus in 2011Kathy WheelerHead, Project Portfolio Office

    3. Risk Management for ProjectsSteve CallaghanHR Systems and Superannuation

    4. Project Risk Management Stephen Callaghan Manager HR Systems and Superannuation Extension: 84142

    5. Definition of Risk The effect of uncertainty on objectives (AS/NZS 31000:2009) At QUT, risks are defined the effect of uncertainty onthe University's ability to contribute to its vision, goals and organisational values. The effect is a deviation from the expected and can be either positive (opportunity) or negative. (QUT MOPP Definitions A/2.5.3 Risk Management)

    6. QUT Risk Management Framework • QUT’s Risk Management Framework provides guidance on the risk management process, the governance structures and responsibilities for risk management. •

    7. Project Management Framework • …best practice project management guidelines with templates and completed examples • …PMF can be used as a standard, but flexible, methodology for a wide range of projects across the University • Includes a Risk Management Plan template

    8. Principles of Risk Management Risk Management Risk Management is not An independent activity or “bolted-on” Done once at the start of a project to get the money A ‘tick-the-box’ exercise, bureaucracy, red-tape, or simply to keep the auditors happy • Is an integral part of project planning, executing and decision making • Is dynamic, iterative and responsive to change • Creates value, is good practice and assists in the achievement of objectives

    9. Roles and Responsibilities • Project Manager • Identify, monitor and manage the project risk • Ensure project meets requirements and objectives • Prepare Project Status Reports to communicate risks to the steering committee • Primary Sponsor and Steering Committee • Monitor the project risk and identify new risks • Make strategic decisions where required • Make decisions on whether to approve requested changes

    10. PMF Risk Management Plan • Risk Change Log • When existing risks change, or when new risks are identified, the risk register is updated accordingly • The change log is cumulative record of the changes over time • Risk Assessment and Management Table • Pre-filled with risks under 6 risk categories • The project manager should add, change and delete rowsas appropriate to fit the project being addressed IMPORTANT

    11. Communicate and Consult • Occurs throughout the entire process • Important to understand • Who the stakeholders are? • What are their expectations?

    12. Step 1 – Establish the Context Identify, clarify and/or establish: • Project objectives • Project benefits and ways to measure • Impact on University-wide objectives • Key project performance areas • Timeline, Budget, Communication, Scope, Resources

    13. Step 2 – Identify Risks Project Objectives Identify activities to achieve objectives and benefits Identify sources of risk Ask “what could go wrong?” Risks Ask “what could go right?” Opportunities

    14. Step 2 – Identify Risks - Sources • Facilitation / workshop • Brainstorming • Audit or physical inspection • History / failure analysis • Personal or past organisational experiences • Survey or questionnaire • Work breakdown structure analysis Refer to section 4.2 of the Risk Management Framework

    15. Step 3 – Analyse Risks • Adequacy and effectiveness of existing controls • Determine the likelihood • Determine the consequence

    16. Step 4 – Risk Rating

    17. Step 5 – Risk Treatment Effective risk treatments are • A strategy, process or action • Cost effective and not grossly disproportionate to any reduction in the risk itself • Focussed on encouraging positive outcomes whilst reducing negative outcomes and the achievement of objectives • Considerate of the source and cause of a risk • Appropriately owned

    18. Step 6 - Residual Risk Rating • Residual risk is the predicted ‘level of risk’ remaining after the appropriate implementation of the proposed risk treatment. • The residual risk can be determined by conducting a re-analysis of the risk in consideration of the proposed risk treatment.

    19. Step 7 - Owner of Risk Risk owners should: • Understand the risk • Have responsibility and accountability for the risk • Have an interest in the risk, treatment, objectives and/or consequence • Have appropriate authority to implement treatments

    20. Monitor and Review • Key Questions: • Is each risk previously identified still relevant? • Have the risk treatments been implemented and, if so, have they been effective in managing risks? • Has the likelihood or consequence for each risk changed and, if so, how does this impact the risk rating? • Are there any new risks?

    21. 2011 Training Wendy Jones Manager, Project Portfolio Office

    22. AMP IT Schedule & Key Dates in 2011 Kathy WheelerHead, Project Portfolio Office

    23. Summary of Submissions in 2011 - Project and SaMA

    24. 2012 Project Notifications due 21 April 2011

    25. AMP IT Projects Overview

    26. Work Integrated Learning Information Systems (WILIS) ProjectCarole Green Project Manager

    27. Blackboard Upgrade 2011 & Reporting ProjectKitty Ryan Project Manager

    28. QUT Blackboard Upgrade 2011 Project A new version of QUT Blackboard will be available as of semester 2

    29. Why are we doing the project?

    30. Milestones • Upgrade of Sandpit – late April • Building block migration – May • Final testing complete – June • Freeze (QUT Blackboard unavailable) Friday 1st July - Monday 4th July 2011 • Go live Tuesday 5th July 2011

    31. Main Objectives

    32. Activities

    33. Benefits • Sandpit and pre production environment – early availability to ensure staff can get used to new version • Fixing known bugs and improving usability • Mostly additions rather than dramatic modifications to existing functionality

    34. Additional Functionality • Mashups, Heat maps in Gradecentre • Most visible change – menu structure

    35. QUT Virtual Replacement ProjectGeorge Fullerton Project Manager

    36. George Fullerton QUT Virtual redevelopment 2011 Project

    37. What is QUT Virtual? • University application intranet portal • With: • Personalised and authenticated data/information/applications • A collection of in-house developed administration functions • Connection/integration to a range of QUT corporate administration systems

    38. QUT Virtual Redevelopment Project Overview • Two year project • Major upgrade to a core university IT system • Database and Application Server upgrade • Portal upgrade and re-design • New software development direction • Maintain existing applications and functionality (100+ apps) • Significant investment by the university 1.5-2M

    39. QUT Virtual Redevelopment Project Overview – WHY? • Aged technology and hardware with limited growth capacity. Soon un-supported database and application server licences; • Align with QUT Blueprint - Regenerate a new foundation to ensure ongoing robust operation and meet future QUT requirements • Opportunities to: • Provide efficiency with enhanced personalised/customised portal environment; • Review of existing services and map user requirements; • Present users with relevant faculty intranet sites based on user identity and access levels; • Establish open development platform for faculties/division application development • More efficiency in adopting cloud based services…..

    40. QUT Virtual Redevelopment Project Overview – WHAT? • Database Upgrade • Application Server upgrade • Selection, procurement of a new Portal product • Identify and prioritise user requirements • Design and build a new portal environment based on the requirements • Migrate existing QUT Virtual applications to the new environment • Design and implement role based access control for QUT Virtual applications

    41. QUT Virtual Redevelopment Project Overview – Major tasks in 2011 • Database Upgrade • Selection, procurement of Portal product (RFI, RFO) • Identify and prioritise business & user requirements • Design Role based access control • Design Portal

    42. QUT Virtual Redevelopment Project Overview – WHO? • Students, Staff, everyone • Faculties, Divisions, Institutes, Research Communities