Project Management Plan. P a g e 1

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1 Academic Affairs Office of Academic Affairs and the Office of Academic Innovation Adult Learners and Flexibility - to Support Flexible Degrees and rethink PSU Management Plan P a g e 1

2 Contents Management Plan Purpose Scope and Deliverables Governance Roles and Responsibilities Decision Making Management Deliverables Communications Plan Assumptions Change Process P a g e 2

3 Purpose The purpose of the adult learners and flexibility project is two-fold: Develop insight into how Portland State University can respond to the need for flexibility that our adult students (22 years of age or older, including current and prospective students) and other stakeholders desire in the areas of curriculum and services Build capacity within Portland State University key faculty and staff to innovate when responding to student and other stakeholder needs for flexibility. Scope and Deliverables Through deep engagement with students and other stakeholders to define their vital few needs, opportunities, and values, work to answer the following question: How can PSU respond to the need for flexibility in the curriculum and the services that adult students experience? Deliverables Stakeholders Description and/or map of stakeholders and groups Potent list of strategic stakeholders Transcripts or notes of stakeholder interviews (PSU faculty, staff, administrators, etc. discussions) and observations Database of the universe of needs and opportunities Holding stakeholder sessions to help identify the list of vital few needs and opportunities List of vital few needs and opportunities Organization Description and/or map of internal stakeholders Potent list of the vital few internal stakeholders Transcripts or notes of internal interviews (PSU faculty, staff, administrators, etc. discussions) and observations Database of the universe of needs and opportunities Holding internal sessions to help identify the list of organizational vital few needs and opportunities List of organizational vital few needs and opportunities Use findings from the above to inform what a flexible degree for adult learners might look like at PSU. Deliverables Definition of the industry standard for baseline concepting process Definition of how we sketch and prototype services Fill out concept selection matrices, which generates alternative concepts to address business and stakeholder needs System concept that articulates the value increase for the stakeholder and the value increase for the organization P a g e 3

4 To build capacity within the University to innovate by learning from the above, and to use the models and processes. Deliverables Change agents in key parts of Portland State University who have the knowledge and experience to utilize innovation processes to respond to the need for flexibility that our adult students and other stakeholders desire in the areas of curriculum and services. Support University leadership with awareness of how innovation structure and processes help execute strategy and become more community-centric. Creation of an implementation plan that incorporates strategic solutions/breakthrough innovations to exceed community, stakeholder, and organizational expectations. Governance Role/Assigned Parties Vice Provost for Academic Innovation and Student Success; Pivotal Leader Sukhwant Jhaj List of Responsibilities Provide high level leadership for the entirety of the project including: providing the support and long-term commitment to the innovation process; continually making the case for a new strategic mindset; and ensuring that project is in line with Office of Academic Affairs needs/goals Ultimate authority and responsibility for the project budget, timeline and scope P a g e 4

5 Ensure resolution of conflicts or issues raised by the Lead and/or Manager Responsible for executive-level communication of the project Assure availability of essential project resources Lead Johannes De Gruyter, Executive Director, Office of Academic Innovation Manager Hans VanDerSchaaf, Senior Manager, Academic Affairs Provide day-to-day leadership of the project and project team Participate in decision making per the RAPID framework (below) Serve as central point of communication for the project, including serving as liaison to faculty Work with Manager and fiscal staff to manage the project s budget, helping to align project expenditures to achieve project outcomes Co-manage key project documentation with Manager Ensure project objectives are being met, in collaboration with the Manager and Vice Provost for Academic Innovation and Student Success Work with Manager to document innovation process Mitigate issues and risks Support and execute project communications plan as defined Manage overall scope and schedule of the project Participate in decision making per the RAPID framework (below), including administering change requests Work fiscal staff to manage the project s budget, helping to align project expenditures to achieve project outcomes Own project management plan, workplan, processes, and project documentation, including owning the application of the Management Framework Work with Lead to document the innovation process P a g e 5

6 Make sure there are clear communication paths between all identified project roles Coordinate work of Assistant and/or Coordinator Own and manage/co-manage key project documentation Work closely with Leadership to ensure project objectives are being met Mitigate issues and risks Consultant Albrecht Enders - The endersgroup Assistant Mariana Sagalovsky - Assistant, Office of Academic Affairs Team Johannes De Gruyter, Executive Director, Office of Academic Innovation Jeanne Enders, Executive Director, Online Initiatives, School of Business Administration Hans VanDerSchaaf, Senior Provides and facilitates the innovation process Support with documenting the innovation process and other project documentation Assures successful project definition and execution Supports project with shifting mindset within the project team to become more innovative and stakeholder-centric Support project documentation, including project management plan, workplan, status reports, project log, and other project documentation Provide meeting support, including scheduling and documentation for the stakeholder sessions and other project activities Coordinate the logistics of signatures and approvals for wage letters, contracts, and other documentation used to engage PSU faculty and staff and external contractors in projects, through close collaboration with fiscal staff, Manager, Lead and Team Support execution of the project communications plan as defined Act as key team members of project Responsible for engaging in innovation planning activities, including defining markets and stakeholders, defining universe of needs and opportunities for flexible degrees, prioritizing universe of needs and opportunities with external strategic stakeholders, participate and lead concepting activities to define flexible degree future state P a g e 6

7 Manager, Office of Academic Affairs Chuck Lanham, Associate Chief Information Officer, Office of Information Technology Jeremy McPherson, Director of Marketing and Communication Systems, Graduate School of Education Nicolle DuPont, Associate Registrar for Registration, Records and Operations, Office of the Registrar Sarah Bradley, Master of Social Work Program Director and Associate Professor of Practice, School of Social Work Steve Thorne, Associate Professor of Second Language Acquisition, World Languages and Literatures, College of Liberal Arts and Sciences rethink PSU Implementation Team Hans VanDerSchaaf, Senior Manager, Office of Academic Affairs Johannes De Gruyter, Director of Pedagogy & Platform, Office of Academic Innovation Randi Harris, Special Assistant to the Vice Provost for Academic Innovation and Student Success, Office of Academic Affairs Janelle Voegele, Director, Teaching, Learning and Assessment, Office of Academic Innovation Samad Hinton, Associate Director of Course and Program Design, Office of Academic Innovation Being able to think from a University perspective Estimated participation is approximately 2-4 hours/week from February - June 30, 2015 Serve as first line of defense in issue and risk mitigation Serve as liaisons and project champions to project stakeholders Willingness to be creative Commitment to unbiased listening Supports the Vice Provost For Academic Innovation and Student Success with the implementation of rethink PSU projects Participate in decision making per the RAPID framework (below) Act as a collection of champions for rethink PSU Provide support for executive-level communications Support resolution of issues P a g e 7

8 Reagan Vincennes, Manager, Office of Academic Affairs Sarah Traxler, Manager, Office of Academic Affairs Molly Griffith, Instructional Designer, Office of Academic Innovation Fiscal staff Thuy Vu - Fiscal Officer, Office of Academic Affairs Other Stakeholders Faculty outside the project team Deans, Department Chairs, etc., including those of the project team members Students Ensure that project expenditures are in line with University policies Document project expenditures Work with Manager to manage the project s budget, helping to align project expenditures to achieve project outcomes Provide monthly, and as requested, expenditure reports for projects Write wage letters, contracts, and other documentation for engaging PSU faculty and staff and external contractors in projects Make purchases on behalf of projects Participate in decision making per the RAPID framework (below) Be available to the Team and to answer questions and provide feedback as needed Staffing Plan Name Role Percent Allocation to (FTE) Johannes De Gruyter Lead 15% Jeanne Enders team member 10% Chuck Lanham team member 10% Jeremy McPherson team member 10% P a g e 8

9 Sarah Bradley team member 10% Nicolle DuPoint team member 10% Steve Thorne team member 10% Hans VanDerSchaaf Manager 15% Mariana Sagalovsky Assistant 15% Decision Making and Change Process Decision making for projects will use the RAPID framework, developed by Bain & Company ( and as articulated in the table below. The RAPID acronym represents: Recommend (R) - Making a proposal on a key decision, gathering input, and providing data and analysis to make a sensible choice in a timely fashion. Consulting with input providers - hearing and incorporating their views, and winning their buy-in. Agree (A) - Negotiating a modified proposal with the recommender if they have concerns about the original proposal. Escalating unresolved issues to the decider if the A and R cannot resolve differences. In certain projects, the A might exercise veto power over the recommendation. Perform (P) - Executing a decision once it is made. Seeing that the decision is implemented properly and effectively. Input (I) - Providing relevant facts to the recommender that shed light on the proposal s feasibility and practical implications. Decide (D) - Serving as the single point of accountability. Bringing the decision to closure by resolving any impasse in the decision-making process. Committing the organization to implementing the decision. The project change process will follow the RAPID framework as outlined below, including using Change Request Forms where indicated. As indicated by the P below, Managers will be responsible for managing and documenting the change process. RAPID decision making for rethink PSU Lead Manager Fiscal Staff rethink Impleme ntation Team Vice Provost Change Request Form Require d Dir., Pedago gy & Platfor Sr. Manag er Other team memb ers P a g e 9

10 m Budget Allocating $5,001 or more of rethink contingency funds Allocating $5,000 or less of rethink contingency funds Any changes related to reallocation of funds within established budget categories A R/P I A A I D Yes A R/P I D A A I Yes D R/P I No Schedule Schedule changes that would increase the length of the project Schedule changes that would not increase the length of the project Changes that would impact the timing of a major project milestone Changes that would not impact the timing of a major project milestone A R/P A A I D Yes D R/P No A R/P A A I D Yes D R/P No Scope and Deliverables Changes that would significantly change a project s scope or deliverables Changes that would not significantly change a project s scope or deliverables A R/P A A I D Yes D R/P No Issues/Risks Decisions related to critical or sensitive issues/risks Decisions related to issues/risks that are not critical or sensitive Key Documentation A R/P A A I D No D R/P No P a g e 10

11 Other project documentation - Management Plan, Workplan, End-of- Report, Budget A R/P I (for budg et) A A I D No Status Report A D /P I (whe n sensit ive risk or issue relate d to OAI) I (whe n sensi tive risk or issue ) No Management Deliverables Management Plan Log Workplan Status Reports Cross s Status Report Meeting Documents End-of- Report Monitoring and Control The Market Research and Reinvention project will utilize the following practices to support monitoring and controlling the project in an effort to continuously evaluate project health and its work toward meeting project deliverables. The practices will focus on controlling the project s scope, deliverables, schedule, risks or issues, and expenditures using and maintaining the accuracy of key project documentation, including the Workplan, Log, Management Plan, and expenditures as compared to the s Budget. Practices will include: Monthly expenditures reports Weekly project team meetings status reports, including monthly status reports and the Cross-s Status Report Communications Plan Tool Purpose Audience Owner Distributor/ Frequency P a g e 11

12 Channel Status Report Provide status on project Vice Provost/ Team/Other Stakeholders Manager Manager / Monthly Meeting Docs Facilitate efficient meetings and project follow-through; capture notes Meeting Attendees Manager Manager / Ideally with in 24 hours after meeting Actions and issues follow-up Facilitate completing actions and resolving issues All Participants Manager/P roject Lead Manager / & Phone Calls As needed Cross s Status Report A roll-up of the individual status reports designated to communicate rethink PSU Program status Academic and University Leadership, Leads, teams Sr. Manager Vice Provost for Academic Innovation and Student Success / Twice per academic term Assumptions This project has explicit support from PSU executive leadership including the ongoing guidance, support and resources needed to keep the project moving forward within the time provided. The project participants have the time to accommodate this project in addition to their daily workload. There is a need for curricular and service flexibility to serve adult learners. There is a commitment from the Provost and Vice Provost of Academic Innovation and Student Success to change our level of thinking to achieve higher levels of innovation and creativity. P a g e 12