Want to learn more about NSU or are you ready to apply? Becoming a VIP is the first step! Click below and complete the form to create a personalized VIP website. We'll send you updates and provide a checklist with next steps in the admissions process. Already a VIP? Login here.
Whether you’re looking to advance in your field or start a new career a degree from NSU will help you get there. Click below if you would like to receive more information on a specific graduate degree program. If you are ready to start the application process click on Apply Now.
The PMO project intake process begins with the Project Sponsor submitting a completed Project Intake Form to the PMO to be submitted to the IT Steering Committee for approval to become an official project.
Roles and Responsibilities
Project Sponsor/Requester develops their project idea into a project proposal for consideration by the IT Steering committee
IT Steering Committee evaluates the project proposal and makes the decision to approve as an official project
Team serves as the liaison between the Project Sponsor and the IT
Steering Committee until the proposal becomes an official project
Intake Form: The PMO has developed a form to be used by all for
requesting a project to be presented to the IT Steering Committee.
Provide below is the information required from the Sponsor:
Submitting Department: Identify the department from which the proposal is originating.
Sponsor(s): Name the individual that will serve as the project's
sponsor. The project sponsor provides clear support for this project or
Project Name: The unique name of the project or
initiative as it is commonly known. Define any acronyms used in the
Preparer's Name: The name of the person who has prepared the project proposal.
Project Type: The project type may change during the IT Steering Committee Review.
need(s): Briefly describe the business need that is driving this
project request. It helps to state this in terms of "We have a problem…"
Business needs should be considered in three categories:
Strategic: affecting the entire organization or key external stakeholders
Tactical: affecting multiple business units
Operational: affecting specific business processes within a given functional area
describe the cost of the problem. This identifies the impact on the
department/center or University if no action is taken to address the
identified business need.
business objectives addressed by the proposed project. Note that
business objectives are separate from the project objectives which are
later developed in the project's detailed scope of work and project
plan. Business objectives address the previously identified business
needs; the successful execution of the project would allow the agency to
achieve the business objectives and satisfy the stated business needs.
objectives can be strategic, tactical or operational in nature and
correspond to the business needs in the same categories.
Examples of strategic objectives are:
Lower operational costs
Improve customer service
Examples of tactical objectives are:
Increase access to data for stakeholders in a specific functional area
Improve coordination of services between business units
Examples of operational objectives are:
Greater efficiency in a specific business process
Decrease reliance on staff time to perform specific functions.
the greatest extent possible, identify quantifiable business
objectives. For example: "By FY2013, lower operational costs by $50K".
Available: Funds must be budgeted for the project in order for the
request to be accepted for review by the IT Steering Committee.
High-Level Scope of Work (SOW): This is a brief, high-level description
of what the project is expected to accomplish, what is in scope and
what is out of scope for this proposed project. Include the projects'
purpose, objectives, major milestones and expected deliverables. If the
proposed project is approved to proceed, this High-Level SOW will form
the basis for the Detailed SOW later developed as part of the project
Assumptions & Constraints: Certain assumptions must be
made when identifying and estimating the required tasks and timing for
the project. List any assumptions used to develop the SOW and resources.
Also identify any known factors that may limit the project execution
(constraints). Since constraints impact schedules and resource needs,
these should be identified as early in the project initiation process as
possible. For example, if an accounting rule change has occurred that
requires a system modification to comply by a known date, this can
impact the priority, the schedule and/or the number resources planned
for the project. Identify any significant dates by which the project, or
specific milestones, must be complete.
Major Risks: Identify
any major project risks known at this time. A risk is an uncertain event
or condition that can have either a positive or negative impact on a
project's objectives. Although risks and associated risk response
activities may change over the course of the project, it is critical to
begin identifying risks as early as possible in the project initiation
and planning phases. Identify those items that are barriers to achieving
project success. These risks, with their associated risk response
activities, will be further detailed in the subsequent detailed SOW and
project plan, but it is important to identify them during project
initiation so that the proposed project may be appropriately evaluated.
Considerations: Identify any operational considerations that will be
impacted by the project. These considerations may impact other teams
outside of the initiating team. The submitter of this document should
attempt to view the "big picture" of how the project will impact every
team and operation within the university.
What is the priority of this project in relation to other on-going or
planned projects? Prioritize this project with respect to other projects
currently being planned or proposed; use the project priority list as a
guideline. Provide a brief explanation as to why the business area has
identified the project as a priority. Include links to program
objectives, strategic plans, legislative mandates, etc. Indicate
priority on a scale of 1 - 10, with 1 being the highest priority.
project sponsor/requester completes the Project Intake Form providing
all of the required information. The request is submitted to the PMO to
be presented to the IT Steering Committee.
The PMO Team submits
the project request to the IT Steering Committee as an agenda item for
the next regularly scheduled IT Steering Committee meeting. The project
sponsor attends the meeting to provide clarifications and respond to the
committee's questions as required.
The IT Steering Committee
reviews and evaluates the project request; approves the project request
to become a project, deny the project request as a project or place in a
Pending or Hold status with reason.
The project sponsor of approved projects attends IT Steering Committee meetings during the project lifecycle.
If the project proposal is approved as an official project, a Project Manager is assigned to the project.
output from the project intake process is the IT Steering Committee's
approval decision. The approved project request information will become
input to the remaining project initiation processes, i.e. Charter
development; and the Project Planning Processes.