The Enterprise Project Portfolio Management Office oversees a portfolio of university-wide programs and projects. Each program is a set of interrelated projects that work together to advance the university's strategic priorities, in alignment with industry best practices. 

 

The Right Projects at the Right Time the Right Way with the Right Resources

Current Projects

Administrative Modernization Program (AMP) Related Projects

  
The Smart Access program enables a foundational capability to provide appropriate access to data and systems to secure OSU's digital assets wherever they may be, in alignment with OSU's IT Strategic Roadmap. The Smart Access Program is being managed in two parts: the Identity Management System project and the Endpoint Management project. 

  • The Identity Project is focused on updating OSU infrastructure and identity management ecosystems.
  • The Endpoint Management Project will enable IT professionals to secure and manage devices to ensure they are properly patched and updated regularly. The project will also implement common tools across IT units at the university.

    

In furthering both Strategic Plan 4.0 and OSU's IT Strategic Roadmap, the Data and Integration Hub Project (DIHub) is working to develop and implement a modern system to support integration of common data between technology systems at OSU in an agile and virtualized manner.

    

Additional Consultation and Support:

  • AMP Process Inventory

University Processes and Systems Projects

     

The Asana Implementation (PPM) project will provide OSU with a centralized platform to manage, prioritize, and analyze our projects and portfolios. This integration promises an array of advantages in optimizing project and portfolio management processes. 

   

The goals of the Building Security Access Control Project are to improve the security of all Corvallis campus buildings, which contributes to safety on campus for students, staff, faculty and visitors. The scope of the project right now includes access controls, security alarms, security cameras, and policy development.   

  

The IT Service Management (ITSM) project aims to elevate the maturity of IT service delivery and service design aligned with best practices in ITSM, while stablishing a standardized and equitable IT support framework. This project will promote synergies among OSU units by providing a single platform for all of OSU IT to leverage and grow. This effort is foundational to AMP, supports Data as a Service, enables Research, and will serve as a catalyst to OSU IT 2.0. 

  

UHR Volunteer Management - This project aims to standardize the volunteer tracking and monitoring process between a university-wide administrative unit and the volunteer service units.

  

The Patricia Valian Reser Center for the Creative Arts (PRAx) opened in April 2024. Upon moving into the new space, the Executive Director of PRAx and Associate Vice Provost of Arts and Humanities, Peter Betjemann, recognized gaps in the back of house process, at which point he engaged EPPMO and Theatre Projects (3rd party vendor) to assess and deliver organizational structure recommendations,  gap assessment of current event processes, updated processes and an organized storage location for processes. The goal of this initiative is to clarify PRAx staff processes to ensure event activities occur consistently and timely.

     

The PM/BA Community of Practice project aims to enhance OSU's PM and BA resources by establishing efficient systems, tools, and processes. It facilitates collaboration for delivering maximum value in a scalable and effective manner. This initiative provides a peer network to elevate PM and BA capabilities university-wide. 

  

OSU has hired 3rd party vendor Huron to pressure test and model scenarios that will allow OSU to meet identified targets through FY30. Targets include increase annual research expenditures to $600M, increased 6-year grad rate to 80%, equalized graduation rates, increase online only enrollment to 30K and increased Cascades enrollment to 2,200. Scenarios are modeled utilizing proforma data provided by multiple departments. The goal of this initiative is to provide leadership at OSU a tool to guide throughout the life of Prosperity Widely Shared.

   

The AI@OSU Initiative explores the dynamic realm of artificial intelligence (AI) and its influence on Oregon State University. The project will consider the implications and best uses of AI in the areas of teaching, research and business operations from an enterprise-wide perspective; help to ensure responsible, transparent and ethical AI systems. OSU seeks to embrace the opportunities afforded by ethical and thoughtful use of artificial intelligence while charting the next wave of AI innovation. 

  

The Vet-Med EMR Replacement project will upgrade the Electronic Medical Records (EMR) system for the Carlson College of Veterinary Medicine. This modernization aims to enhance both internal operations and customer service processes, ensuring seamless integration with hospital and pharmacy systems while advancing the quality of medical care. 

   

For the eCommerce project, Oregon State University partners with Elavon, the Acquiring Processor for credit card transactions, through the State of Oregon Merchant Card Processing Agreement. The project aims to find an Acquiring Processor that offers cutting-edge technology, personalized customer support, and streamlined integration with university systems.

Academic and Student-Related Projects

    

The General Education Implementation project is focused on implementing the university's new general education curriculum to create a distinctive and high-quality foundation for OSU's degree offerings, align with the state's Core Transfer Map, improve its legibility for all students, support students' transition to OSU, add touch points for career-readiness, and expand instruction fostering understanding of diversity, equity, and inclusion.

  
The Non-Credit Learning Management System project is working towards centralizing compliance-related trainings for both employees and volunteers across OSU to increase accessibility. Additionally, this project aims to address the need to track completion of these trainings for all who are required to take them.

   

Grad School to Slate Implementation - The Graduate Admissions to Slate project will migrate graduate admissions applications and review processes from Salesforce to Slate. This strategic move aims to unify Slate's use throughout all admission levels (undergraduate, professional, and graduate) covering application processes, reviews, customer relationship management, and communications.

   

The Minority Serving Institution Task Force (MSI) project is a strategic initiative aimed at positioning OSU for MSI status. As our student demographics and the state of Oregon continue to evolve in terms of race and ethnicity, it is essential that we adapt to better serve our diverse student body and their communities.

  

The Academic Affairs Data Project at Oregon State University seeks enhanced assessment tools to support faculty in collecting student work and analyzing course data for program-level and Core Education assessment. The project aims to implement a semi-manual interim solution for the 2024-2025 academic year, ensuring compliance with NWCCU Standard One and maintaining eligibility for federal student financial aid.

Research Related Projects

  

The Enterprise Research Administration (eRA) System (Grants Pre-Award) project aims to implement an integrated eRA system for pre-award and compliance processes, enhancing OSU's research administration lifecycle. This modernization initiative will seamlessly integrate with Workday's post-award grants management module, ensuring comprehensive management of research activities. 

    

Additional Consultation and Support:

Completed Programs and Projects

  
Initiated through the Beaver Works program, the DFA Risk Appetite project delineates the level and types of risk that DFA is prepared to accept to achieve its strategic objectives. This initiative encompasses the development of comprehensive Risk Assessment Tools and supporting statements, providing executives and employees with critical resources to align with DFA's risk management framework. By defining explicit risk parameters, the project ensures that risk-taking activities are strategically aligned, fostering a proactive and informed risk management culture throughout the organization.

  
The EPPMO has provided strategic program management support to the Department of Public Safety (DPS) in the development of the university's enhanced public safety program, now incorporating Corvallis campus law enforcement. As a leading institution, it is imperative that interactions involving the Oregon State University community, the general public, and public safety personnel align with an educational framework, prioritize responsiveness and non-escalation, and focus on restorative rather than punitive measures whenever feasible. The goal is to ensure that all members of the university community feel valued and experience a strong sense of safety. Acknowledging the diverse experiences individuals have with law enforcement, our aim was to cultivate an environment at Oregon State University that is welcoming, compassionate, caring, understanding, trusting, and diverse.

  
OSU hires and processes approximately 8,330 student appointments and 2,529 graduate student appointments each year. Using a combination of technological tools and process efficiencies, the Benny Hire project streamlined the hiring process for hourly student employees and graduate assistant appointments.

   

The EPPMO provided project management for implementation of OSU's partnership with LinkedIn Learning through 2025. LinkedIn Learning is an online educational platform with over 16,000 video courses covering business, technology, and creative topics, and is available at no cost to all active OSU faculty, staff, and students. 

  

The Beaver Works (Business Operations) program was a set of projects designed to address a broad range of business policy and process improvements and increase Division of Finance and Administration units’ effectiveness and efficiency.

  

In December 2018, Oregon’s State Land Board requested that OSU and the Oregon Department of State Lands explored the potential transformation of the Elliott State Research Forest (ESRF) into a state research forest managed by OSU and its College of Forestry. EPPMO’s engagement with ESRF focused on working in alignment with College of Forestry, administrative leadership, and experts to coordinate connections, collaboration and working groups that helped move the project forward and meet the objectives and deliverable outlined in the ESRF Research Proposal.

  

  

EPPMO supported OSU's effort to build a systematic approach to talent management that addresses the full employment life cycle to advance the mission of OSU by better attracting, developing, and retaining talent academic faculty, professional faculty, staff, public safety personnel and graduate employees. The Managerial Competency Framework of managerial competencies reflects the multi-faceted dimensions of academic, student, and administrative functions while emphasizing the OSU commitment to inclusive excellence.

   

EPPMO supported the partnership between Division of Extension and Engagement, Division of Student Affairs, and the Office of Institutional Diversity on standing up Access OSU, a project to increase family and student access to information about attending college. Access OSU will also help prospective students develop early relationships with OSU and its student support services through programs designed to build trust among communities of color, specifically African American/Black, Native/Indigenous/Pacific Islander, and Hispanic/Latinx communities.

  

PacWave South is an in-development, state-of-the-art, pre-permitted, accredited, grid-connected, wave energy test facility; developed in partnership with the US Department of Energy, the State of Oregon, OSU, and local stakeholders. 

  

The DFA Framework for Success project defines DFA's strategic direction and progress tracking, equipping employees with essential decision-making tools. This framework fosters collaboration, enabling diverse roles to communicate effectively and pursue unified goals, thus supporting OSU's success. By identifying deliberate shifts and evolutions, the DFA Framework for Success enhances operational efficiency, advances division-wide strategic priorities, and aligns with the university community’s broader objectives.

  
The Performance Management Pilot project is focused on redesigning the performance evaluation process and system for the OSU IT and Controller's units within the broader context of talent management at OSU that supports Strategic Plan 4.0 and the basis of the University Human Resources strategic plan.

   

The Americans with Disabilities Act (ADA) is a federal law ensuring equal opportunities for individuals with disabilities. In 2021, the provost commissioned an ADA31 Task Force to assess Oregon State University’s (OSU) policies, programs, and systems and recommend enhancements to foster inclusivity. The ADA31 Initiative transitioned the task force recommendations into coordinated actions with a range of campus units. EPPMO facilitated the the initiation, planning, coordination, monitoring, reporting, and completion of the recommended actions.

  

Non-student accounts receivable operations at Oregon State University (OSU) were being managed in a decentralized manner, as departments with external or internal customers had created individualized processes for billing, tracking, and collecting their receivables. While a distributed accounts receivable function allowed for department-level flexibility and customer relation management, it also created inconsistencies, duplication of effort, and  potential lack of controls and accountability The goal of the Non-Student Billing and Receivables project was to standardize, simplify and modernize non-student billing and receivable operations across OSU, with specific objectives around improving the customer experience, reducing costs, increasing revenue realization, improving internal controls/risk management, and enhancing decision-making.

   

Senate Bill 233 from 2021 in Oregon aimed to enhance academic credit transfer and streamline transfer pathways, particularly focusing on Common Course Numbering between public community colleges and universities. EPPMO played a significant role in providing project management support to ensure the effective implementation of the bill's directives. Their responsibilities included tracking project progress, managing information related to transfer pathways, and facilitating communication between educational institutions and stakeholders involved in the process.

  

The Roles @ OSU project will develop a framework for university-defined roles that can then be shared and leveraged across the university. These roles will be used to govern the level of access to university-wide applications and services. In the future, OSU employees and students will be able to quickly access data and systems automatically based on their status, job or function within the university.

  

Oregon State University has historically lacked an agreed-upon and coordinated university-wide approach for communicating and engaging with current students. In 2022, the provost announced the university would transition to a unified tool in June 2023. EPPMO provided project management and business analysis support to design, build, test, and launch the Beaver Hub CRM. The initial tool provides basic academic functionality and will facilitate a more seamless student experience as the tool iterates and expands over time. The Beaver Hub will reduce costs and system complexity as ancillary CRM products are retired.

  

AMP Request for Proposal (RFP) support: Benefits include contracting of organizational change management, business process improvement (BPI), and implementation vendors for AMP.

  
USSE Payroll Operations Transition is used to pay and report payroll tax and benefits. Activities are transferring from USSE to the individual universities in Oregon by the end of the fiscal year.

    

Additional Consultation and Support:

  • Faculty Administrative Process Burden
  • AMP Staff Augmentation  
  • DFA Framework for Success