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Mission Statement

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 

KPIs (L2)Target
Variance, in days, between relevant report submission and due date0
Aggregate mean rating of satisfaction with content and accessibility of XSEDE staff wiki3.5 of 5
Other MetricsTarget
Percentage of risks reviewed100
Average number of days to execute PCR30 calendar days

 

Team Members

NameInstitutionPosition
Marques BlandTexas Advanced Computing Center (TACC)PM for Extended Collaborative Support Services (ECSS)
Leslie FroeschlNational Center for Supercomputing Applications (NCSA)PM for Program Office (PgO)
Lucille JarzynkaPittsburgh Supercomputing Center (PSC)PM for XSEDE Cyberinfrastructure Integration (XCI)
Leslie MorsekSan Diego Supercomputer Center (SDSC)PM for Community Engagement and Enrichment (CEE)
Sonia NayakSan Diego Supercomputer Center (SDSC)

PM for Resource Allocation Service (RAS)

Deb NigraPittsburgh Supercomputing Center (PSC)PM
Scott WellsNational 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

  • Expectations:
    • 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

      • Risk Register

      • Metrics Dashboard

      • Finance Portal

      • JIRA

    • Attend scheduled PM&R team calls

    • Suggest process improvement project, as appropriate

Projects

  • 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.
  • Wiki Standards and Guidelines 

    (Lead: Deb Nigra)
    • 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

WBSAreaDirector(s)/Manager(s)Project Manager
2.0XSEDE2John Towns 
2.1CEEKelly GaitherLeslie Morsek
2.1.1CEE - DOKelly GaitherLeslie Morsek
2.1.2CEE - WDJennifer HouchinsLeslie Morsek
2.1.3CEE - UEChris Hempel

Leslie Morsek

2.1.4CEE - BPLinda AkliLeslie Morsek
2.1.5CEE - UIIMaytal DahanLeslie Morsek
2.1.6CEE - CE

Henry Neeman

Dana Brunson

Leslie Morsek
2.2ECSS

Phil Blood

Robert Sinkovits

Marques Bland

 

2.2.1ECSS - DO

Phil Blood

Robert Sinkovits

 

Marques Bland

2.2.2ECSS - ESRTLonnie Crosby

 

Marques Bland

2.2.3ECSS - NIPSergiu Sanielevici

 

Marques Bland

2.2.4ECSS - ESCCJohn Cazes

 

Marques Bland

2.2.5ECSS - ESSGWMarlon Pierce

 

Marques Bland

2.2.6ECSS - ESTEOJay Alameda

 

Marques Bland

2.3XCIDave LifkaLucille Jarzynka
2.3.1XCI - DODave LifkaLucille Jarzynka
2.3.2XCI - RACD

JP Navarro

Shava Smallen

Lucille Jarzynka
2.3.3XCI - XCRIRich KnepperLucille Jarzynka
2.4OpsGreg PetersonScott Wells
2.4.1Ops - DOGreg PetersonScott Wells
2.4.2Ops - Cybersecurity

Jim Marsteller

TBA

Scott Wells
2.4.2Ops - DTSTim BoernerScott Wells
2.4.3Ops - XOCMike PingletonScott Wells
2.4.4Ops - SysOpsGary RogersScott Wells
2.5RASDave HartSonia Nayak
2.5.1RAS - APPKen HackworthSonia Nayak
2.5.2RAS - A3MAmy SchueleSonia Nayak
2.6Program OfficeRon PayneLeslie Froeschl
2.6.1PORon PayneLeslie Froeschl
2.6.2PO - ERKristin WilliamsonLeslie Froeschl
2.6.3PO - PM&RScott WellsScott Wells
2.6.4PO - BORon PayneLeslie Froeschl
2.6.5PO - SPP&ERon PayneLeslie Froeschl
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