IT ServicesStaff

Services

About Portfolio, Programme & Project Management

Project management is the discipline of planning, organising, securing and managing resources to bring about the successful completion of specific project goals and objectives.

What is a Portfolio?

A portfolio is a logical collection of projects / programmes. This logical collection can be aligned in a number of ways e.g. business / technology strategy, business / technology function. A project or programme could be aligned to one or more portfolios.

The objective of portfolio management is to manage demand and ensure that the organisation is focused on delivering the right projects at the right time and that resource utilisation is maximised.

What is a Programme?

A programme is a logical grouping of projects aligned to a specific goal e.g. student managements system development and associated modules. 

What is a Project?

A project has the following characteristics:

  • Defined start and finish dates, costs and quality parameters
  • Deliverables/Products to meet specific business objectives supported by a business case
  • A set of managed activities to create the deliverables/products
  • Organisation structure, with defined responsibilities, to manage the project

In effect, it is a temporary endeavour with a set of coordinated and managed activities, with well defined starting and finishing points, undertaken by individuals (or teams) to meet specific objectives within defined time, cost and quality parameters.

What is Project Management?

Project management is the discipline of planning, organising, securing and managing resources to bring about the successful completion of specific project goals and objectives. It consists of:

  • Roles and responsibilities
  • Organisational structure
  • Processes

Together, these ensure that the people involved know what they are doing, when they are doing it, it sets out clear lines of communication and reporting and supports the management of expectations, time, cost quality and risk.

Why use Project Management?

Source: Office of Government and Communications OGC (UK)

Experience has shown that projects are inherently at risk - through overrunning on time and cost and/or failing to deliver a successful outcome. Such failures are almost invariably caused by:

  • Poor project definition by the project’s owner, perhaps because of insufficient consultation with stakeholders or their failure to be specific about requirements and desired outcome
  • Lack of ownership and personal accountability by senior management
  • Inadequately skilled and experienced project personnel
  • Inadequate reporting arrangements and decision-making
  • Inconsistent understanding of required project activities, roles and responsibilities

Project management helps to reduce and manage risk. It puts in place an organisation where lines of accountability are short and the responsibilities of individuals are clearly defined. Its processes are clearly documented and repeatable, so that those involved in the project can learn from the experiences of others.

The principles of project management are equally valuable for smaller and/or less complex projects. The nature of your project will determine the project management approach you need, which should be adapted as required.

Critical Success Factors?

Source: Office of Government and Communications OGC (UK)

Successful projects have:

  • A well-defined scope and agreed understanding of intended outcome
  • Active management of risks, issues and timely decision-making supported by clear and short lines of reporting
  • Ongoing commitment and support from senior management
  • A senior individual with personal accountability and overall responsibility for the successful outcome of the project
  • An appropriately trained and experienced project team and in particular a project manager whose capabilities match the complexity of the project
  • Defined and visibly managed processes that are appropriate or the scale and complexity of the project

Project, IT and Institutional Acronyms

Project Specific Acronyms 

Acronym Definition
BCM Business Change Manager
CAB Change Advisory Board
CBA Cost Benefit Analysis
CoE Centre of Excellence
COO Chief Operating Officer
ET Elapsed Time
IS  Information Systems
IT  Information Technology
ITGC IT Governance Committee
ITPAG IT Portfolio Advisory Group
ITPB IT Portfolio Board
ITT Invitation to Tender
OAT Operational Acceptance Testing
PEN Penetration Testing
PID Project Initiation Document
PM  Project Manager
PMB Project Management Board
PMF Project Management Framework
PMO Project Management Office
POC Proof of Concept
PPD Project Proposal Document
PPM Project Portfolio Manager
PT Performance Testing
RAG Red, Amber, Green
RAID Risks, Assumptions, Issues and Dependencies
RFC Request for Change
RFP Request for Proposal
ROM Rough order of Magnitude
RT Regression Testing
RTM Requirements Traceability Matrix
SI  Service Improvement Document
SIT System Integration Testing
SLT Senior Leadership Team
SMG Service Management Group
ToR Terms of Reference
UAT User Acceptance Testing
WP Work Package

Other Acronyms

Acronym Definition
AD Microsoft - Active Directory
ARMS Identity Management tool used by Facilities management
CRM Customer relationship management system
CSLive (CS_Live) – Core database within the University holding staff, student and tenant data
CSV Comma separated values file format (plain text)
DOB Date of birth
eduroam Secure wireless network that allows staff and students to use their home institution's wireless credentials to access wireless networks when visiting participating institutions
ELSI System used by the Student Support Centre to manage pre-sessional students
EUC Team within IT Services – End User Computing
FE Further Education
FHE Further and Higher Education
FM Facilities Management
Gladstone A system used by the Sports Centres to manage members
HESA Higher Education Statistics Agency
HPC High Performance Computing (team or systems)
HR Human Resources
ID Identity
IDM Identity Management 
IT Information Technology
ITS Information Technology Services
iTrent The University’s HR system
Kx The University’s Accommodation system
LEARN The University’s s virtual learning environment
LSU Loughborough Student Union
LU Loughborough University
Lusi The University’s student management system
MAC Apple Macintosh device
My.HR The University’s HR self-service portal (on iTrent)
NS No-Show (a student who does not turn up for study after registering)
ORCID External (Open Researcher & Contributor ID) is a non-proprietary alphanumeric code to uniquely identify scientific/academic authors & contributors
PALG Programme Administrators Liaison Group (formal committee group)
Parkit A system which manages the University’s parking levy 
PDR  Personal development review
PG Cert  A post-graduate certificate
PGR  Post-Graduate Research Student
PGT  Post-Graduate Taught Student
PMB  Project Management Board
Pre-sessional  A student who is required to attend an additional course (e.g. language) as a condition of being allowed to take their main course.
RC Test env
Reg/regtools  The current identity management system 
ROI  Return on Investment
SCCM  Microsoft System Center Configuration Manager - manages deployment of software
SDC  Sports Development Centre
SportPark  A building housing tenants (Sport-related)
TutorTools  A set of E-Learning tools
UG  Undergraduate
WAM  Tool within IT Services to manage a number of services (e.g. changes to email)
Wolfson  A School within the University - Mechanical, Electrical and Manufacturing Engineering