Reply To: Project Management Standard


I currently am the only IT project manager in my department, with over 200 projects that I track. Some of these projects are entirely IT driven, some have at least one IT component to them. As UNM IT well knows, staffing is limited. There is no way we can keep up with all of the paperwork and documents this standard requires. I know that this standard is a ‘guideline’, but it is a ‘guideline’ with a compliance section.

I was once a programmer at IT and can’t think of a single project that I worked on that had EVERY document and the sheer amount of information mentioned here.

In my opinion, the ‘evaluate the project’ rubric is a best guess tool, and at the University, priorities can change overnight.

To echo Elisha’s comment: what does the word ‘significant’ mean in terms of Scope of the Standard?

The standard says it will provide ‘guidelines’ and the forms are ‘tools’. The methods each department uses to gather this information the standard implies, is their own choice. So we can use scrum, Agile, etc. However, the information that is needed by the standard falls under the waterfall project management method. Under the Compliance section, it states that departments are subject to Internal Audits. So, if I use agile, then that means I am forced to also use waterfall also in order to comply with the standard. Now that is a lot of work for a single project manager.

Yes, there are no templates or forms specified, but judging from all the information that comes under the standard, I’m pretty much forced into those forms.

This standard is implying I have to follow it for every project, huge or small, sensitive data or not. What if I can’t keep up with all the paperwork and forms? The projects won’t stop. UNM IT certainly knows this. What happens to the projects that must have all of this paperwork figured out before executing the project? I cannot oversee all of these projects to the degree and detail called for in this standard. What then?