A conventional planning process includes:

  • Extensive assessment, both internal to IS&T and in the community
  • Joint drafting and vetting of principles, priorities, and initiatives
  • Resource planning and projection

Much of this has already been done for the next three years in the projects highlighted in some of our largest technology commitments. Any new major project proposal must be considered relative to existing commitments and should be developed in conjunction with the University’s 2030 strategic priorities and initiatives.


Strategic projects have been identified in each of the six priority areas, described below. These projects range in status as follows:

Identified : The project need or idea has been identified, but no other steps have yet been taken.

Prioritized : The project has been indicated by the Portfolio Manager(s) as a priority to move forward with resourcing and scheduling investigation and/or implementation.

Investigating : An investigation effort is underway to clarify the scope, approach, and solution, including time and resources needed to implement.

Proposed : The project has been formally proposed for resources, either current or new.

Approved : The project resources have been approved and the project will move into implementation on an approved schedule.

Active : The project is in active implementation.

Complete : The project is complete.


The following principles apply to the management of new project demand for the duration of this BU Technology Strategic Plan:

  • Changes (including defect fixes, enhancements, and new data integrations) to existing mainframe applications should only be made for regulatory or enterprise critical reasons. Enterprise critical changes to mainframe applications must be approved by the University Provost.
  • New services that are already in scope for replacement by SIS Renewal or Mainframe Applications Retirement should be replaced by those efforts, not separate projects. Project or purchases to separately replace or implement SIS Renewal in-scope functionality must be approved by the University Provost.
  • Non-strategic projects must be prioritized by portfolio managers and will proceed as resources and strategic project dependencies allow.
  • Large projects, both strategic and non-strategic, continue to require review by the appropriate technology governance committee. Incremental funding is approved by the University Budget Committee.
  • Conflicts between projects or groupings of projects, based upon concurrency, will be resolved by the VP IS&T, the sponsoring executive of the projects, and the University Provost and/or President.

Governance Structure


Diagram of the BU IT Governance Structure