[263] in I/T Delivery
Minutes: 24 Sept 1999 Delivery Team Leaders Meeting
daemon@ATHENA.MIT.EDU (Bill Cattey)
Fri Sep 24 14:01:21 1999
Message-Id: <QruvmOpz0001E2ZkNX@mit.edu>
Date: Fri, 24 Sep 1999 18:02:02 +0000 ()
From: Bill Cattey <wdc@MIT.EDU>
To: magellan@MIT.EDU, delivery@MIT.EDU, service-tl@MIT.EDU,
integration-ptl@MIT.EDU
Cc: sjpers@MIT.EDU
Project Team Leaders
24 Sept 1999
Next meeting is planned for November 5th
Agenda:
I. Intros
II. Roundtable
III. Strategic/Operational Plan
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Summary:
The first VERY DRAFTY draft of the sorting of activities
around theme II (Deliver New I/T Products, Support, and Services)
Project leaders, and people doing the operational work should
send resource estimates for their items to Bob and Greg as quickly as
possible. They're on the hot seat to delivery SOMETHING by next friday.
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II. ROUND TABLE ITEMS:
Web Reporting: Has moved from Delivery to Service
Pismere: Staff Changes
Events Calendaring: Discovery phase is complete. The announcement is
drafted and will be sent out soon. Looking for a technical project
manager for this effort. (The project is well organized, but has HIGH
visibility.) Note: The ASPCC (Administrative Systems Policy
Coordinating Council) is reviewing this application because of its
enterprise-wide scope. ASPCC examines impacts across departments for
large-footprint systems. (For example, it confirms that departments
who are customers have committed budget dollars for the system.)
HR Payroll: Discovery project is asking what the business case is for
making a change. What is the Institute-wide value to doing this?
"Community" Paper: Susan Minai-Azary, together with people from the
Libraries and MIT Student Services, is writing a paper pointing out
issues in addressing new communities created by new programs or
technologies that end up having implications for the meaning of "The
MIT Community" from a variety of standpoints, for example software
licensing.
Linux / Athena
Bill's Other item: How do we mentor project leaders? How do we help
project leaders fit their work into the larger IS and Institute
context.
EMCC (Educational Media Creation Center): Bob Brown, Dick Larson, and
Vijay Kumar have a vision for a way to move the interesting things
prototyped in CAES (Center for Advanced Educational Services) (and
other places) into some service more production oriented footing.
Project management web pages: With the departure of Brenda Gillingham,
we need to continue our efforts to
Environmental Management System: Improving the way MIT deals with
hazardous materials. Again, looking for a project manager for a large
scope, very visible project with links to industry and government (for
techniques and regulatory compliance.)
IVR: Providing MIT telephone directory services outside of present
business hours.
Unix System Administration: There is now a team assembled to work on
the project of proviging support for Unix servers that are out in the
Labs and Centers of MIT.
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III. STRATEGIC / OPERATIONAL PLAN:
Plus/Delta on the Forum's Plan presentation
D Too much Talking Heads
D Not much new information -- need detail
D Need vivid description of how this should make things happen
that need to.
P JDB was sensitive to the "difficult to sell" aspects.
Key points for Strategic/Operational Plan discussion:
These are ESTIMATES
This is a DRAFT
Initiatives are NOT projects. (But projects should fit into
the initiatives.)
The plan is intended to be Dynamic (revisited periodically)
Themes are related. ie Theme 1 influences Theme 2 etc.
Go to customers for their responses to the prioritization
e.g. the Later or Not Likely items.
Visibility of data and clarity of communication is an issue.
(perhaps by extending the Projects database.)
Key: (For prioritization scheme)
CD Currently Doing
MD Must Do (Quadrant I; Urgent)
LA Later (Important, but maybe not Urgent)
NL Not Likely (Even less urgent, perhaps resource
constrained. Perhaps lacking a clear sponsor.)
Issue: Maybe it would be useful to distinguished between efforts
limited by Technology or External state of the art versus Internal
resource constraints.
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Resource Estimates:
1600 hours/eft/year (IE plan for a 6 hour productive work day)
person months
Type of resources
Ranges of estimates
