There came a point for Patrick Bennett, director of project management office at Franklin University in Columbus, when he realized the school was increasingly reliant on complex IT systems yet made decisions about costly projects as if backpacks still bulged with paper notebooks, not the computer kind.
"We spent so much time trying to compile records with a decentralized system," Bennett says. "We had very little view into how projects were doing at the time."
There was no robust sign-off from governance groups, projects were budgeted in silos, and frequent bottlenecks let to costly delays. At the same time, the university's IT load …
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