Project Management, Reporting & Risk Management (PM&R) enables an effective virtual organization through application of project management principles, provides visibility to project progress, successes, and challenges, brings new ideas and management practices into the project and disseminates lessons learned in XSEDE to other virtual organizations.
KPIs and Metrics
|Variance, in days, between relevant report submission and due date||0|
|Aggregate mean rating of satisfaction with content and accessibility of XSEDE staff wiki||3.5 of 5|
|Percentage of risks reviewed||100|
|Average number of days to execute PCR||30 calendar days|
|Marques Bland||Texas Advanced Computing Center (TACC)||PM for Extended Collaborative Support Services (ECSS)|
|Leslie Froeschl||National Center for Supercomputing Applications (NCSA)||PM for Program Office (PgO)|
|Lucille Jarzynka||Pittsburgh Supercomputing Center (PSC)||PM for XSEDE Cyberinfrastructure Integration (XCI)|
|Leslie Morsek||San Diego Supercomputer Center (SDSC)||PM for Community Engagement and Enrichment (CEE)|
|Sonia Nayak||San Diego Supercomputer Center (SDSC)|
PM for Resource Allocation Service (RAS)
|Deb Nigra||Pittsburgh Supercomputing Center (PSC)||PM|
|Scott Wells||National Institute for Computational Sciences (NICS)|
Team Manager (interim), PM for Operations (Ops)
Communication & Meetings
The PM&R group meets bi-weekly on Monday at 2pm ET.
New Staff Orientation
Participate in the activities and communications of the project management team
Serve as the primary PM for PM&R and/or XSEDE-wide project initiatives, as assigned
Document SOP for general project management procedures of XSEDE
Coordinate communications in the form of teleconferences, quarterly meetings, project-wide meetings, and reporting
Maintain PM&R tools and resources, including but not limited to:
XSEDE Staff Wiki
Change Control Tool
Project mail lists
Attend scheduled PM&R team calls
- Suggest process improvement project, as appropriate
- Internal Communication Management (Lead: Leslie Froeschl)
- In general, the highly distributed nature of XSEDE requires that project staff communicate frequently and thoroughly in order to provide the appropriate deliverables and to recognize opportunities and risks early. As a result, XSEDE relies heavily upon tools such as Zoom and internal mailing lists for WBS and project-wide communication. Enabling open dialog promotes awareness of current activities and future plans and facilitates consensus building by including XSEDE personnel as well as NSF and Advisory Committee Chairs. There is extensive communications vertically and horizontally across the organization.
- Project Improvement Fund (Lead: Ron Payne/ Assisted by Sonia Nayak)
- Key Performance Indicators (Lead: Scott Wells)
- Key Performance Indicators or KPIs are a class of metrics used at the project-level to measure progress toward the project's strategic goals. There is at least one KPI per strategic sub-goal.
- Project Change Control (Lead: Scott Wells)
- The change control process allows for documentation of project changes that affect technical, schedule, cost/budget, staff, project-wide key performance indicators, area metrics, scope, and/or other baseline changes. Any XSEDE staff member may submit a request to modify the execution of the project, which requires the completion of a Project Change Request (PCR). Blank PCR forms are located on the Project Change Control wiki page linked to above.
- Schedule and Instructions for Project Reports and Annual Program Plans (Lead: Leslie Morsek)
- Interim reports, an Annual Report, and other ad-hoc reports are required for the XSEDE project by NSF. The reporting process provides a schedule, a report template, and detailed directions for each step of the reporting process.
- Risk Management (Lead: Sonia Nayak)
- Risk Management is key to the success of XSEDE. By identifying risks, their triggers, mitigation strategy and contingency plans, XSEDE can reduce the risk and keep moving forward. Before each quarterly meeting, risk owners will be asked to review their risks, providing any updates and adding any new risks that may have appeared. A risk Report/review may be given at the quarterly meetings.
- Planning (Lead: Leslie Morsek)
- Annually, XSEDE must plan for the activities to be executed in the next plan year. Program Planning provides a schedule of the planning activities, templates for each of the deliverables, and detailed directions for what to do in each step of the process.
- Staff Onboarding/Offboarding (Lead: Scott Wells)
- As new staff members arrive and existing staff depart, access to the staff Wiki and other resources requires some degree of coordination. The process for adding access for new staff and removing access for exiting staff is initiated by the completion of Google forms. Completion of onboarding/offboarding forms is not meant to address staff who flow in and out during the project year, but rather permanent departure from XSEDE. Temporary resource addition or removal should be handled individually.
- Quarterly Meeting Actions/Decision Management (Lead: Sonia Nayak)
- Virtual PEP (Lead: TBD)
- The virtual project execution plan (PEP) contains descriptions of the standard operating procedures for the project. The Virtual PEP is a living document that evolves with the project. The Virtual PEP, along with the project's SOPs, is meant to serve as an orientation source for new project staff and to provide guidelines to the processes we use to execute the project.
The XSEDE project uses a wiki that is largely open to the public. This policy document governs the access and use of the wiki.
Project Managers by Area
|2.1||CEE||Kelly Gaither||Leslie Morsek|
|2.1.1||CEE - DO||Kelly Gaither||Leslie Morsek|
|2.1.2||CEE - WD||Jennifer Houchins||Leslie Morsek|
|2.1.3||CEE - UE||Bryan Snead|
|2.1.4||CEE - BP||Linda Akli||Leslie Morsek|
|2.1.5||CEE - UII||Maytal Dahan||Leslie Morsek|
|2.1.6||CEE - CE|
|2.2.1||ECSS - DO|
|2.2.2||ECSS - ESRT||Lonnie Crosby|
|2.2.3||ECSS - NIP||Sergiu Sanielevici|
|2.2.4||ECSS - ESCC||Lars Koesterke|
|2.2.5||ECSS - ESSGW||Rob Quick|
|2.2.6||ECSS - ESTEO||Jay Alameda|
|2.3||XCI||Dave Lifka||Lucille Jarzynka|
|2.3.1||XCI - DO||Dave Lifka||Lucille Jarzynka|
|2.3.2||XCI - RACD|
|2.3.3||XCI - XCRI||Rich Knepper||Lucille Jarzynka|
|2.4||Ops||Greg Peterson||Scott Wells|
|2.4.1||Ops - DO||Greg Peterson||Scott Wells|
|2.4.2||Ops - Cybersecurity|
|2.4.2||Ops - DTS||Tim Boerner||Scott Wells|
|2.4.3||Ops - XOC||Mike Pingleton||Scott Wells|
|2.4.4||Ops - SysOps||Gary Rogers||Scott Wells|
|2.5||RAS||Dave Hart||Sonia Nayak|
|2.5.1||RAS - APP||Ken Hackworth||Sonia Nayak|
|2.5.2||RAS - A3M||Amy Schuele||Sonia Nayak|
|2.6||Program Office||Ron Payne||Leslie Froeschl|
|2.6.1||PO||Ron Payne||Leslie Froeschl|
|2.6.2||PO - ER||Hannah Remmert||Leslie Froeschl|
|2.6.3||PO - PM&R||Scott Wells||Scott Wells|
|2.6.4||PO - BO||Ron Payne||Leslie Froeschl|
|2.6.5||PO - SPP&E||Ron Payne||Leslie Froeschl|