The argument is, by becoming more digital (table 1 below), we consume less paper, better re-use and incorporate information, better educate and inform our students, staff, and the wider community, and increase the work and learning flexibility of all relevant stakeholders. 2024 RESULTS • Sustainable renewal of University strategy, operations and services to harness and embrace digital capabilities • Comprehensive suite of digital tools and capabilities to support new agile ways of working, communicating and community building • Improved integration of systems processes, services, data and analytic capabilities • Emergent technologies are assessed and deployed where they add value to education, research, students and engagement • Digital skills and capabilities of education and research staff drive the successful transition to digital platforms KPI/MEASURES • Road map progress • Financial results • Staff survey results • UniForum benchmarking • Increase in education content delivered digitally • Adoption of new technology and ways of working SCORECARD KPIS • S operating budget • $ capex budget • $ employment cost • Digital delivery income • % of utilisation of digital technology • # of student and staff satisfaction scores with digital services and solutions Table 1: Digital Transformation table (from the MQ Operating Plan 2020-2024 p. 23). From an IT-specific point of view, the KPI/measures of “increase in education content delivered digitally” and “adoption of new technology and ways of working” are most relevant to us as PMs. Because the Vice Chancellor (VC) is keen we as an organisation become more (IT) sustainable, he has asked me as CIO to assemble a project team with a view toward examining ways we can remove any remaining paper-based processes to fully digitalised solutions. We do not have to digitalise the campus, we are simply investigating how long such a process may take and reporting back (to me, who reports back to the VC). We do have a fixed timeline (2 months) and a fixed budget ($400,000). Remember IT people do not just work on one project at any one time, they will be employed on other projects too, but here we are concerned with project planning an IT digitalisation strategy. MQ Team I am asking you as PM, to assemble a team of IT staff (already inhouse at MQ). The team will consist of: - yourself (1) as the project manager (PM) – Higher Education Worker (HEW) level 10 - one (1) business analyst (BA) – HEW level 7 - one (1) technical analyst (TA) – HEW level 7 - two (2) software engineers (SE) – HEW level 8 - one (1) cloud computing specialist (CC) – HEW level 8 - one (1) technical writer (TW) – HEW level 6 As PM for this project, you need to work out the hourly rates for the above staff, including yourself. Timeline We are expected to commence the project by week 4 of semester (11/3) and should present a report and conduct a presentation to the MQ executive by week 12 (20/5). We can expect all the seven (7) above
Question
The argument is, by becoming more digital (table 1 below), we consume less paper, better re-use and incorporate information, better educate and inform our students, staff, and the wider community, and increase the work and learning flexibility of all relevant stakeholders.
2024 RESULTS
• Sustainable renewal of University strategy, operations and services to harness and embrace digital capabilities • Comprehensive suite of digital tools and capabilities to support new agile ways of working, communicating and community building • Improved integration of systems processes, services, data and analytic capabilities • Emergent technologies are assessed and deployed where they add value to education, research, students and engagement • Digital skills and capabilities of education and research staff drive the successful transition to digital platforms
KPI/MEASURES
• Road map progress • Financial results • Staff survey results • UniForum benchmarking • Increase in education content delivered digitally • Adoption of new technology and ways of working
SCORECARD KPIS
• S operating budget • employment cost • Digital delivery income • % of utilisation of digital technology • # of student and staff satisfaction scores with digital services and solutions
Table 1: Digital Transformation table (from the MQ Operating Plan 2020-2024 p. 23).
From an IT-specific point of view, the KPI/measures of “increase in education content delivered digitally” and “adoption of new technology and ways of working” are most relevant to us as PMs.
Because the Vice Chancellor (VC) is keen we as an organisation become more (IT) sustainable, he has asked me as CIO to assemble a project team with a view toward examining ways we can remove any remaining paper-based processes to fully digitalised solutions. We do not have to digitalise the campus, we are simply investigating how long such a process may take and reporting back (to me, who reports back to the VC).
We do have a fixed timeline (2 months) and a fixed budget ($400,000). Remember IT people do not just work on one project at any one time, they will be employed on other projects too, but here we are concerned with project planning an IT digitalisation strategy.
MQ Team
I am asking you as PM, to assemble a team of IT staff (already inhouse at MQ). The team will consist of:
- yourself (1) as the project manager (PM) – Higher Education Worker (HEW) level 10
- one (1) business analyst (BA) – HEW level 7
- one (1) technical analyst (TA) – HEW level 7
- two (2) software engineers (SE) – HEW level 8
- one (1) cloud computing specialist (CC) – HEW level 8
- one (1) technical writer (TW) – HEW level 6 As PM for this project, you need to work out the hourly rates for the above staff, including yourself.
Timeline
We are expected to commence the project by week 4 of semester (11/3) and should present a report and conduct a presentation to the MQ executive by week 12 (20/5). We can expect all the seven (7) above
Solution
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