Governance: IT Project Pipeline Management

Not the most exciting of subjects, but something that when wrong causes so many logistical and planning/forecast problems.  Within Plymouth University an IT Client Team focus on understanding future business need, managing the relationship and creating a costed pipeline of activities for the IT delivery teams.  Whilst performing this role, their Architect peers work with them to perform a number of checkpoints to ensure that any IT activity meets a clear business need and has intrinsic value.  They also check to ensure any IT activity is sustainable, deliverable and financially viable.

This is not a complex process, but if not understood clearly can delay change and prevent business from transforming to the needs of their customer.  So below is an example of a pipeline governance framework.  Please feel free to reference and use this material, but credit the University and authors.

 

IT Project Pipeline Governance Framework v1

2 comments for “Governance: IT Project Pipeline Management

  1. Arunangsu Chatterjee
    17/03/2014 at 14:59

    Many thanks Adrian for sharing the v1 of the document which is very informative. Will it be useful to consider adding explicitly in Phase 1 activity list about the evaluation plan. In other words, how will the project outcomes be confirmed/measured.

    Also during Technology exploration, should there be continuous stakeholder/customer engagement in the agile sense? Its seems the customer is informed in Phase 3 why its rejected and there is no dialogue.

    Just some thoughts 🙂

    • Adrian Hollister
      18/03/2014 at 15:25

      Agree, it’s implicit but not explicit. The Value Proposition document created by the BP’s could contain measurement/evaluation criteria, though I suspect that it would be better gathered when a full project has been kicked off.

      To date, all of the technical exploration is a collaborative thing: exploring offerings, our existing technologies and innovative ideas. We’ve used this to spark debate, inform and to present different ways of working or thinking. We’ve also used this to learn from the business – there is an amazing amount of knowledge and experience in an organisation like ours – and IT is not always right 😛

      Lastly, although drawn as a long process, most of these steps will be in parallel. If we get this right, most should already be planned for as part of our business planning process.

      Thanks for the feedback AC. I’m sure there will be many versions of this document before we get it right!!

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