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Mission Statement

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.

Goals, Metrics & KPIs

 

Metrics for External Relations

MetricsTargetSubgoal
Number of Social Media impressions228,000Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4)
Number of media hits147Deepen/Extend - Raise awareness of the value of advanced digital services (§2.1.4)
Number of science success stories and announcements appearing in media outlets62Deepen/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

MetricsTargetSubgoal
Number of strategic or innovative improvements9Sustain – Operate an innovative virtual organization (§2.3.4
Ratio of proactive to reactive improvements3Sustain – Operate an innovative virtual organization (§2.3.4
Variance, in days, between relevant report submission and due date0Sustain – Operate an effective and productive virtual organization (§2.3.3)
Percentage of risks reviewed95%Sustain – Operate an effective and productive virtual organization (§2.3.3)
Average number of days to execute PCR30 calendar daysSustain – Operate an effective and productive virtual organization (§2.3.3)

 

Metrics for Business Operations

MetricsTargetSubgoal
Processing times for stages of processing sub-award amendments41 calendar daysSustain – Operate an effective and productive virtual organization (§2.3.3)
Processing times for stages of processing invoices45 calendar daysSustain – Operate an effective and productive virtual organization (§2.3.3)
Total decisions and subsequent actions for business practice and/or project improvement5 per quarterSustain – Operate an effective and productive virtual organization (§2.3.3)


Metrics for Strategic Planning, Policy & Evaluation

MetricsTargetSubgoal
Percentage of recommendations addressed by relevant project areas90%Sustain – Operate an effective and productive virtual organization (§2.3.3)
Average rating of staff regarding how well-prepared they feel to perform their jobs4 of 5Advance - Enhance the Array of Technical Expertise and Support Services (§2.2.2

 

Program Office KPIs

KPITarget
Number of Social Media impressions228,000
Number of media hits147
Percentage of recommendations addressed by relevant project areas90%
Number of strategic or innovative improvements9
Ratio of proactive to reactive improvements3
Number of staff publications70

Leadership Team

NameInstitutionPositionEmail
Ron PayneNCSA

Program Office Director;

Business Operations Manager;

Strategic Planning, Policy, & Evaluation Manager

rpayne@illinois.edu

Laura HerriottNCSA

Program Office Deputy Director;

Program Office PM

herrio@illinois.edu

Kristin WilliamsonNCSAExternal Relations Manager

kwillia8@illinois.edu

Karla GendlerTACC

Project Management, Reporting, & Risk Management Manager,

Senior Project Manager

gendlerk@tacc.utexas.edu

Scott WellsUTKProject Management, Reporting, & Risk Management Deputy Manager

swells@utk.edu

 

Communication & Meetings

 

New Staff Orientation

 

Groups and Projects

WBS 2.6.1 - Project Office

WBS 2.6.2 - External Relations

WBS 2.6.3 - Project Management, Reporting, & Risk Management

WBS 2.6.4 - Business Operations

WBS 2.6.5 - Strategic Planning, Policy and Evaluation

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