As a result of the IT Resource Management Policy and the MSU Integration Initiative, the IT Center is implementing IT portfolio management to facilitate strategic management and alignment of resources and to provide transparency and reporting of results to constituents. Portfolio Management best practices include the use of structured business cases to gather information for prioritization of projects. A business case can range from a one-page summary to an involved cost-benefit-risk analysis depending on the size and complexity of the proposed project.

A PMO (Program Management Office) provides a central point of contact to support requests for services and facilitate the prioritization process. When you need IT services ­ call 1010 or email pmo@montana.edu for assistance.

IT Resource Management Policy

The IT Resource Management Policy was approved by University Council in December of 2010. The policy calls for shared IT resources to be prioritized according to strategic directives across the four campuses of the university. Portfolio Management, the PMO, and the prioritization methodology are the framework that supports and implements that policy. The methodology was developed, vetted, and refined through the MSU Integration Initiative as part of its success criteria.

Enterprise Project Portfolio

The Enterprise Project Portfolio is a list of university-wide projects currently in the pipeline, both IT and non-IT, ranging in stages from concept to implementation. When a new project is requested to solve a business need, the PMO works with the requestor to enter the project into the portfolio queue. To request support or find out more information, send an email to pmo@montana.edu.

Portfolio Management Resources

The MSU Prioritization Methodology slide deck provides a PowerPoint overview of the practice and development of the portfolio management framework and prioritization methodology at MSU.

The Portfolio Management White Paper provides an overview of the development of portfolio management at MSU with a complete list of sources.

The Business Case Template is the form completed to begin a project request. The form asks for necessary information to plan, scope, and schedule the project. The PMO assists the requestor with completing the form, as much of the information needed isn't reasonable to expect from the requestor. A central point of contact facilitating all such requests also ensures more consistency in the information provided. Email pmo@montana.edu to begin a project request and get assistance with the template.

The Business Case Summary illustrates the high-level information gathered for a project. Small projects only need summary information; large or complex projects need additional analysis. The PMO completes and submits the business case summary and additional information on behalf of a requestor. Email pmo@montana.edu for assistance.

The Business Case Evaluation Criteria illustrates the criteria used to summarize business cases for the governing body in the categories of Strategic Alignment, Institutional Benefit, Cost-Effectiveness, and Probability of Success. Consistent and transparent criteria assist the governing body in comparing apples to apples when considering projects and enables all university communities to understand the selection process.

The Portfolio Management Guiding Principles outline the principles used to shape the MSU project portfolio strategy. Project portfolio management applies the same principles as financial investment, where portfolios are managed to balance long-term and short-term risk, return-on-investment, growth strategies, and target positions.

The Portfolio Management Bibliography of Sources lists the sources used in researching the portfolio management framework prior to implementation. Primary sources of literature include the Educause Center for Applied Research, the IT Governance Institute, and the Project Management Institute. The concept of project portfolio management gained popularity in the 1990's following a Nobel Prize on portfolio selection theory and the subsequent development of a standardized body of knowledge by the Project Management Institute in 2006.