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Projects Status


In addition to regular operations, support, and maintenance responsibilities, each ITS team conducts and is a resource on projects.  These projects have a broad range of requirements, resource needs, and institutional impact.  There are projects that may require a week of calendar time up to multiple years with thousands of labor-hours.  Some are “internal” projects where ITS is the originator, others are directly for university partners across all divisions.  Projects are staffed and scheduled accordingly depending on skillset needs, resource availability, and sequencing requirements where inter-project dependencies may exist.   

An important initiative currently underway aims to develop stronger Project Portfolio Management (PPM).  One can think of PPM as asking the question: Are we doing the “right” projects at the “right” time?  This means wider, cross-division involvement in the prioritization of projects to ensure alignment with WKU goals. All projects are important but where demand for resources exceeds capacity additional care is required to ensure overall quality of service. It is common for PPM to promote the most impactful projects based on cost/benefit analysis and in coordination with strategic or tactical needs.  For the partner projects, WKU ITS is an advisor in the prioritization efforts but the lineup should be derived from the collaborative efforts of the institution’s divisions each representing their goals, priorities, and benefits.

Each project serves the good of the institution, which means… for the students.  Inherently, many projects may be indirect or “behind-the-scenes”, but that core mission focus must remain.

Project Examples

  • Technology responsibilities on Construction and Renovations
  • Technology implementations and upgrades in WKU facilities including classrooms, conference rooms, and auditoriums.
  • Implementation of new software and systems including integrations between systems.
  • Continual upgrading and improvement of WKU network and systems infrastructure.
  • Physical Security Technology enhancements including video surveillance and electronic access control.
  • IT Security initiatives to reduce risks to university systems and data.
  • Continual upgrades and modernization of core/enterprise applications and processes covering business and academic needs.

 

What is a Project?

Though the personnel are the same, we utilize different tools and techniques dependent on whether requests are classified as projects or normal operational responsibilities. For more information and statistics on our “ticket-level” operations, visit ITS Operations.

We use the following criteria to assist with those determinations:

  • Exceeds a time of 60 labor hours.
  • Will have a scope that spans multiple areas of ITS
  • Has complex accounting needs
  • An initiative deemed by ITS leadership as needing project level tracking and coordination. 

 

Current Projects

Project metadata found in this listing, such as hours required, start/end dates, are projections and not a guarantee. As a project progresses and as our Project Portfolio Management evolves, this data will become increasingly accurate.

 




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 Last Modified 10/29/21