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Provide consistent guidance and leadership to the L2 directors and L3 managers across the project and ensure the critical project level functions are in place and operating effectively and efficiently.
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Key Performance Indicators (KPIs)
Metrics for External Relations
| MetricsProject Level KPIs | Target | Subgoal | Number of Social Media impressions | 228,000
|---|---|---|---|
| Aggregate mean rating of user awareness of XSEDE resources and services | 3.7 of 5/yr | Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4) | |
| Number of media hits | 147Percent increase in social media impressions over time | 20/yr | Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4) |
| Number of science success stories and announcements appearing in media outlets | 62 | Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4) | |
| Monthly open and click-through rates of XSEDE’s newsletter | Open: 35% Click-through 20% | Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4) |
Metrics for Project Management, Reporting, & Risk Management
| Metrics | Target | Subgoal | |
|---|---|---|---|
| Number of strategic or innovative improvements | 9Aggregate mean rating of user satisfaction with XSEDE technical expertise and support services | 3.5 of 5/yr | Advance - Enhance the Array of Technical Expertise and Support Services (§2.2.2) |
| Mean rating of importance of XSEDE resources and services to researcher productivity | 4.4 of 5/yr | Sustain – Operate an effective and productive virtual organization (§2.3.3) | |
| Percentage of users who indicate the use of XSEDE-managed and/or XSEDE-associated resources in the creation of their work product | 80 | Sustain – Operate an effective and productive virtual organization (§2.3.3) | |
| Percentage of Project Improvement Fund funded projects resulting in innovations in the XSEDE organization | 70/yr | Sustain – Operate an innovative virtual organization (§2.3.4) | Ratio of proactive to reactive improvements |
| Mean rating of innovation within the organization by XSEDE staff | 4 of 5/yr | Sustain – Operate an innovative virtual organization (§2.3.4) |
| Program Office (L2) KPIs | Variance, in days,Target | Subgoal | ||
|---|---|---|---|---|
| Variance between relevant report submission and due date (days) | 0 | Sustain – Operate an effective and productive virtual organization (§2.3.3) | ||
| Percentage of | risks reviewed95%sub-award invoices processed within target duration | 95/qtr | Sustain – Operate an effective and productive virtual organization (§2.3.3) | Average number of days to execute PCR |
| Percentage of recommendations addressed by relevant project areas within 90 days | 90/yr | Sustain – Operate an effective and productive virtual organization (§2.3.3) |
Metrics for Business Operations
| Metrics | Target | Subgoal | |||
|---|---|---|---|---|---|
| Processing times for stages of processing sub-award amendments | 41 calendar days | Aggregate mean rating of satisfaction with content and accessibility of the XSEDE Staff Wiki | 3.9 of 5/yr | Sustain – Operate an effective and productive virtual organization (§2.3.3) | Processing times for stages of processing invoices | 45 calendar days
Number of staff publications | 32/yr | Sustain – Operate an effective and productive virtual organization (§2.3.3) | Total decisions and subsequent actions for business practice and/or project improvement | ||
Aggregate mean rating of Inclusion in XSEDE | 4.1/yr | Sustain – Operate an effective and productive virtual organization (§2.3.3) |
Metrics for Strategic Planning, Policy & Evaluation
| Metrics | Target | Subgoal | |
|---|---|---|---|
| Percentage of recommendations addressed by relevant project areas | 90%Aggregate mean rating of Equity in XSEDE | 4.0/yr | Sustain – Operate an effective and productive virtual organization (§2.3.3) |
| Average rating of staff regarding how well-prepared they feel to perform their jobs | 4 of 5 | Advance - Enhance the Array of Technical Expertise and Support Services (§2.2.2 |
Program Office KPIs
| KPI | Target | ||
|---|---|---|---|
| Number of Social Media impressions | 228,000 | ||
| Number of media hits | 147 | ||
| Percentage of recommendations addressed by relevant project areas | 90% | ||
| Number of strategic or innovative improvements | 9 | ||
| Ratio of proactive to reactive improvements | 3 | ||
| Number of staff publications | 70Number of XSEDE-related social media impressions | 360,000/yr | Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4) |
| Number of XSEDE-related media hits | 165/yr | Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4) |
Leadership Team
| Name | Institution | Position |
|---|---|---|
| Ron Payne | NCSA | Program Office Director; Business Operations Manager; Strategic Planning, Policy, & Evaluation Manager |
| Leslie Froeschl | NCSA | Program Office Deputy Director; Program Office PM |
| Hannah Remmert | NCSA | External Relations Manager |
| Scott Wells (Interim) | TACC | , Senior Project Manager Project Management, Reporting, & Risk Management Manager, Senior Project Manager |
| Hannah Remmert | NCSA | External Relations Manager |
| Scott Wells | UTK | Project Management, Reporting, & Risk Management Deputy Manager |
Communication & Meetings
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Google Drive:
WBS 2.6 - Program Office: https://drive.google.com/drive/u/2/folders/0B16f9Te7wFwmWF9jcjZ2djZYdG8
New Staff Orientation
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Groups and Projects
WBS 2.6.1 - Project Office
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