Regent Policy Documents



1) The University of Wisconsin System and each UW Institution will submit a “Strategic Plan for IT Projects” to the Board of Regents each year by March 1.  The institutional strategic plans for March 1, 2008 shall be those already developed and implemented.  Those institutions without an IT strategic plan shall develop a plan to submit by March 1, 2009.  As a part of the plan, in a separate document, the UW System and each institution must identify all high cost (exceeding $1,000,000) and IT projects that are vital to the functions of the system, institution or college campus, including ongoing IT projects (in the process of implementation) and proposed projects.

a) UW System and each UW institution will designate a project as high cost or vital if:

i) The project’s total cost is greater than $1 million[1], or

ii) Failure to complete the project on time or on budget would prevent the system, the institution or the campus from running any of its enterprise-wide systems or fulfilling any of its essential missions of instruction, research, extended training or public service for 30 days.

b) Policies governing High Cost and Vital Projects at a UW System and UW institutions:

i)  Every project must have a governance structure that includes executive sponsors, a project steering committee, a project manager, and an appropriate implementation team.

ii) Every project must have a Project Charter containing a clear business case, detailed project objectives, project principles, project structure, project management strategies, and project management controls.

iii) Every project must have a communication plan.

iv) Every project must identify affected business processes before implementation begins, and establish effective change control procedures when the complexity of the business process or policy requires modifications or customizations to the software application.

v) Every project must have a project plan, timeline and budget at the beginning of implementation.

vi) The project plan must address the issue of independent project quality assurance (i.e., outside audits).

vii) In the event that a project proposal recommends some solution other than a commercial off-the-shelf (COTS) product the proposal must contain:

(1) An analysis of five year costs associated with purchase and maintenance of the COTS product versus the cost to build or support the product.

(2) An analysis of business requirements and needs

viii) Each of the above elements (i. through vii.) of all UW System and UW institution high cost or vital projects must be submitted to the IWSA Project Management Office (PMO) for review before the beginning of the implementation phase.  The same elements will be included in the “Strategic Plan for IT Projects” report tot he Board of Regents by March 1.

2) Policies and procedures for routine monitoring of large or vital information technology projects:

For Individual Universities or Colleges

a) A university project steering committee provides management oversight of individual campus projects, including:

i) Approval of all project specification changes

ii) Approval of all timeline changes

iii) Approval of all cost changes

b)   The university project steering committee must:

i)  Confer with the UW System Office of Project Management (UWSA PMO) before discontinuing or substantially modifying a large or vital information technology project.

ii) Provide the UWSA PMO with a quarterly project progress report (including all elements outlines in 2.d.i.1 below) to be included in the semi-annual BOR report (June 1st and December 1st) to the Joint Committee on Information Policy and Technology (JCIPT)

For UW System

c)   All major UW System IT projects are managed and monitored by the UWSA PMO, and governed by System-wide or institutional Executive Steering Committees.  The Steering Committees provide management oversight of individual System-wide projects, including:

i)  Approval of all project specification changes

ii)  Approval of all timeline changes

iii) Approval of all cost changes

d)     The Common Systems Review Group (CSRG) monitors the budget and fiscal health of each System-wide project.  CSRG responsibilities include:

i)  Provides to the BOR progress reports for each System sponsored project prior to the BOR report to JCIPT on June 1st and December 1st.  The progress reports will include:

(1) Original and updated project costs

(2) Original and updated project timelines

(3) Explanation of major cost or timeline changes

(4) Executive summary of previously unreported contracts related to an IT project

(5) Funding sources for each project, including master leases

(6) Project status

ii) Recommends to the chancellors and president all System-wide projects.

iii) Recommends to the chancellors and president all project funding on an annual basis

iv) Recommends to the chancellors and president extraordinary increases in total CSRG project funding

v) Recommends to the chancellors and president discontinuing or significantly modifying projects

vi) Creates a System-wide IT Plan for the BOR by March 1st each year.

[1] GPR funded staff reassigned to a project are not considered part of a project’s cost.  Any staff hired to backfill for GPR funded staff assigned to a project are considered part of a project’s cost.


History: Res. 9458 adopted 4/11/08.

Return to the policy index

The Regent Policy Documents were adopted and are maintained pursuant to the policy-making authority vested in the Board of Regents by Wis. Stats. § 36. The Regent Policy Documents manifest significant policies approved by the University of Wisconsin System Board of Regents. This document is a ready reference for those charged with carrying out these policies. Unless noted otherwise, associated documents and reports may be obtained from the Office of the Secretary of the Board of Regents, 1860 Van Hise Hall, 1220 Linden Drive, Madison, WI 53706, ph 608-262-2324.