Project Oversight
Project means “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK Guide). Typically, projects have project managers assigned, are approved by agency governance and are officially chartered.
For Project investments, authorization via endorsement is required prior to procurement release or contract signature.
In 2014, Enterprise Information Services (EIS), in cooperation with the Legislative Fiscal Office (LFO), established the
Joint EIS/LFO Stage Gate process—an incremental funding and project oversight model for major IT initiatives that meet EIS oversight thresholds or are determined to pose a substantial investment risk.
Stage Gate Oversight Stages
Previous Stage Gate oversight model prior to June 2020
If your project began oversight prior to June 2020, contact your P3 Oversight Analyst for specific details of the Stage Gate oversight process for your project.
Non-Project Oversight
Non-Project is an IT investment which may include purchases, subscriptions, contracts, contract amendments, contract renewals, etc. Some project-like activities such as development of an implementation or communication plan may be required; it is expected that these activities represent a minority of Non-Project investment work. Typically, this work encompasses fewer than 80 hours of staff time or a similar threshold established through agency governance.
For Non-Project investments, authorization via endorsement is required prior to purchase, subscription, or contract signature.
Program Oversight
Program is defined as “a group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually” (PMBOK Guide). Programs may include any number of project and non-project investments. Typically, individual program investments will share a program-level Business Case.
All agency programs where multiple investments are expected to meet oversight thresholds must follow this general process. Via the
Project Portfolio Management (PPM) tool, agencies should submit an
ITI, Program Business Case, and Program Charter.
A Senior IT Portfolio Manager (SIPM) will review these artifacts for alignment to enterprise and agency strategy and will authorize the program as part of a policy group portfolio (an EIS recognized program). Updates to program artifacts may be necessary through the life cycle of the program. For instance, the Program Business Case and Charter may be expanded to include justification and details for component investments required for program success. Updated artifacts must be approved by EIS. IT Investments which relate to a Program must be individually submitted for oversight as appropriate, however in many cases the need for additional investment justification (e.g., a Business Case) may not be needed.