UBC VPFO Project Management Office Intake Form

UBC VPFO Project Management Office Intake Form

Use this form to submit a project request to the UBC VPFO Project Management Office Team, or to track your own initiatives.

Section 1: Submitter Details - Tell us about you.

Submitter Name*

Provide your first and last name.

Submitter Email*

Provide your email address.

Project Manager

If known, provide the project manager's first and last name.

Select or enter value

Project Manager Email Address

If known, provide the project manager's email address.

Campus*

What campus are you on?

UBC Vancouver

UBC Okanagan

Faculty or Administrative Unit*

Are you a part of a Faculty or Administrative Unit?

Faculty

Administrative Unit

Faculty/Admin Unit Name*

Which faculty or administrative unit are you a part of? Begin typing to refine this list and make your selection.

Select

Department/Group*

Is there a specific department or group within the faculty or administrative unit requesting this project? If so, provide the department/group name.

Select

Section 2: WHAT - Tell us about your project.

Project Name*

Provide a name that describes your project request.

Project Sponsor*

Provide the name of the project's sponsor.

A sponsor is a person or group who provides resources and support for the project, program, or portfolio for enabling success. The project sponsor is responsible for many aspects of the project, from initiating and ensuring the success, to approving and establishing parts of the project.

Delivery Scope*

Will the PMO or VPHR OpEx Team deliver the project? Select which team is responsible for delivery. Otherwise, select "Track" to indicate the project details are for tracking purposes only.

Track

VPFO PMO to deliver

VPHR OpEx to deliver

Project Type*

What type of project most closely describes the project request?

Automation: request to automate a repetitive and manual task.
Business Intelligence: request support with data extraction and reporting for data storytelling, metrics development, etc.
Continuous Improvement Project: request to make business operations more efficient and effective.
Customer Request / Need: customer request other than the project drivers in this list.
Lean Six Sigma Cohort: tracking of a project developed as part of the Lean Six Sigma training program.
Legislative / Regulatory Requirement / Collective Agreement Compliance: mandatory project required for compliance.
Organizational Change: impact to organizational design, roles, job descriptions, reporting lines.
Strategic Initiatives: aligned to UBC's or you Faculty/Unit's strategic plan.
Workday/Other Technological Expansion: Implement new Workday/other system functionality.
Workday/Other Technological Optimization: Enhance or improve an existing Workday/other system functionality.

Select

Project Objectives, Scope & Key Deliverables*

Provide details about the project's objectives. You can express them with Problem, Opportunity, and Purpose statements.

A problem statement is a concise description of an issue to be addressed, or a condition to be improved upon. It identifies the gap between the current state and desired state of a process or product.

An opportunity statement is a carefully crafted explanation of the current undesirable situation, its impacts, and the ideal state you prefer instead.

A project’s purpose explains the reason for its existence, the meaning of what is done, the ambition or dream pursued by the project, or the direction it takes and maintains.

Project scope is the common understanding among stakeholders about what goes into a project, and what factors define its success. A project's scope is made up of the functionalities or specifications outlined in the requirements. If a task was not included in the original project plan, and does not contribute to the project's objective, it is likely out of scope.

Deliverables describe the quantifiable goods or services that must be provided upon the completion of a project. Deliverables can be tangible or intangible in nature.

SECTION 3: WHY - Tell us more about the benefits of this project.

Strategic Fit*

How does this project align with UBC's strategic plan?

You may select one or multiple strategies linked to this project from the list below:

Select

Business Case*

A business case captures the reasoning for initiating a project or task. It is often presented in a well-structured written document, but may also come in the form of a short verbal agreement or presentation. Elaborate what are the expected benefits to doing this project.

Net financial savings calculations are recommended for projects with cost CAD $50,000 or higher, but not mandatory. If applicable, provide details using the VPFO PMO business case template from the Project Management Tool Vault to formulate your case.

Section 4: WHEN - Tell us more about the timing of this project.

Project Urgency*

Select the most appropriate urgency. Be prepared to justify a "High" urgency selection.

Low

Medium

High

TBD

Requested Start Date*

If you are requesting the PMO to deliver this project, propose a start date. Dates submitted are considered tentative until reviewed and approved by the Steering Committee.

If this form is being submitted for a project to be tracked by the PMO only, state your actual start date (mm/dd/yyyy).

Requested End Date*

If you are requesting the PMO to deliver this project, propose an end date. Dates submitted are considered tentative until reviewed and approved by the Steering Committee.

If this form is being submitted for a project to be tracked by the PMO only, state your estimated date (mm/dd/yyyy).

Section 5: WHERE - Tell us more about where the impacts of this project will be experienced.

Campuses Impacted by Project

Will the project impact UBC Okanagan, UBC Vancouver, or both campuses? Consider reaching out to colleagues at each campus to assess.

Select

Impact on Receiving Organization

Consider the following questions when evaluating the degree of impact from the change on the receiving organization:

Does the change impact:

Different groups (department, unit and team)?
Multiple divisions (cross-functional) and groups will experience the change differently?
A technology or system?
A process?
The organization (compensation, job roles, structure and culture)?

Choose:

Low - if one or none of the above are true

Medium - if two or three of the above are true

High - if four or more are true

Low

Medium

High

TBD

Impacted Technology/Data Sources

Will the project have an impact to a major UBC system or application?

Workday

Planon

Other

Other Impacted Technology*

Heading

Section 6: WHERE - Tell us more about where the impacts of this project will be experienced.

Who needs to be engaged with or informed about the project (outside of the project team)? Are those audiences (select one):*

Completely within the project owner’s department or division

More widely, but within the VPFO

More widely again, but within the UBC community (e.g., other VP portfolios, faculties, Board of Governors, etc.)

More widely again, including parties external to UBC (e.g., regulators, UNA, government, etc.)

What levels of engagement do you think may be required by the project? Select all that apply:*

For the purposes of this form, consider the spectrum of engagement (as defined by IAP2).

Informing: letting people know what is happening. (e.g., sending an announcement or doing a presentation)

Consulting: gathering feedback from impacted parties to inform decision-making. (e.g., using surveys or interviews)

Involving: including various communities as contributors to decision-making. (e.g., seeking input through focus groups or other enabling structures)

Collaborating: working with impacted parties to design decision-making. (e.g., striking a committee or working group)

Empowering: enabling impacted parties to conduct decision-making. (e.g., facilitating decision-making to empower other groups to lead)

As you’re sharing information about your project, what is it that you will need your audience(s) to do? Select all that apply:

Awareness: I need them to know something is happening.

Comprehension: I need them to understand something new or in a different way.

Conviction: I need them to buy in.

Action: I need them to do something or change their behaviour.

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