Information Technology Management

Projects

Curriculum Guideline Five

Projects create something that was not there before.  In projects, court leaders must deal with budgets, project scope, staffing, schedules, financial management, quality, communications, risk, and procurement.  Court leaders must also make sure on-going operations are balanced with the need to upgrade current systems through projects.  Courts must be able to build the staff, the vendor and outsource resources, the control processes, and the feedback loops necessary to deliver high-quality products on time and within budget.

Knowledge, Skills and Abilities

• Ability to assess the availability, cost, risk, and value of current court technology as it changes in different stages of technology life cycles;

• Knowledge of alternatives ways of funding court technology projects and upgrades, including private/public partnerships, bonds, and lease and buy back options;

• Knowledge of project lifecycles and the importance of dividing projects into phases with discrete deliverables and management controls;

• Ability to organize and develop management and technical teams to conduct project work without comprising on-going operations;

• Ability to identify and work with stakeholders and the individuals and organizations that are actively involved in or affected by a court technology project;

• Skill in using diverse procurement approaches, managing project procurement, including procurement planning, solicitation planning, solicitation including request for information (RFI) and request for proposals (RFP), vendor or product selection, and contract development, administration, implementation, and closeout;

• Skill in evaluating the substance of vendor responses to Requests for Information (RFI) and Requests for Proposals (RFP) before signing a contract;

• Expertise with project management tools and techniques, including project plan development and execution, change management, monitoring implementation and project milestones, and project closeout;

• Knowledge of risk management practices in court technology projects, including risk identification and quantification, response and contingency planning, development of reserves, and restrictive contract language. Skill in applying the tools and techniques of project management to define the scope of court projects, to negotiate formal acceptance of the scope with stakeholders, and to manage needed changes in scope and deliverables throughout a project;

• Skill in defining project activities, sequencing tasks, estimating the duration of work, developing schedules, and managing schedule changes during the project life cycle;

• Skill in overseeing planning, monitoring, and testing the quality of interim and final products to ensure that systems developed during court technology projects meet court specifications and functional requirements.

View the Summary of Information Technology Curriculum Guidelines or click on each of the other four Curriculum Guidelines to see the associated Knowledge, Skills and Abilities:

Curriculum Guidelines

Court Purposes and Processes

Vision and Leadership

Fundamentals

Technology Management

Projects

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