Skip to Main ContentSkip to Footer
University of Memphis Logo
ApplyVisitEventsAthleticsNewsGiveumMailMyMemphis
Information Technology Services

Project & Process Management

The Project and Process Management Office is a newly established department within Information Technology Services (ITS), created to strengthen how the university plans, executes, and improves its initiatives. Focused on delivering effective project management, streamlining institutional processes, and promoting clarity and consistency, the office plays a key role in advancing operational excellence across campus. Through strategic leadership, process improvement efforts, business systems analysis, and clear, accessible documentation, the team partners with campus stakeholders to ensure initiatives are aligned, efficient, and built for long-term success.

Current Projects

Below is a list of our current projects and processes:

Projects

BIS - Experian (Equifax replacement for employee verification)

Asset Management: 
Establishing lifecycle management and beginning with endpoints; laptops, desktops, tablets, phones, and some AV equipment. This project will tell us what we have and when it is due for replacement. We can better forecast costs and support needs.

Establishing a 4–5 year replacement cycle:

  • Improves reliability and user experience
  • Reduces security exposure from aging hardware
  • Smooths budget demand by avoiding spike years
  • Aligns device capabilities with modern OS and security requirements
Enabling services like WS-Trust and WS-Fed will allow us to better support our user with modern tools and services. This will allow password syncing with Jamf Connect +, improve security, and our increase compliance posture. 

To support the increased annual deployment volume created by a planned refresh cycle, we must modernize how devices are provisioned. By adding the additional services to our environment, we can also take advantage of more modern device tools.
  • Tools such as Windows Autopilot shift deployment from a hands‑on, technician‑heavy model to a zero‑touch or light‑touch approach.
  • This allows:
    • Existing LSP staff to deploy several hundred additional devices per year
    • Faster turnaround for end users
    • More consistent, secure, and standardized builds
    • Reduced staging, imaging, and manual configuration work
This initiative ensures we can absorb increased demand without adding proportional headcount, which is critical to long‑term sustainability.
Audio Visual Services (AVS) will upgrade the audiovisual systems in 20 TAF General Purpose smart classrooms. The scope of work includes the installation of new equipment such as a user interface (touch panel), video switcher, audio/video processor, amplifier, speakers, wireless screen-sharing device, projector or display, projector screen, and all necessary cabling and infrastructure components. AVS will be responsible for the installation, configuration, programming, and commissioning of each classroom.
This Proof of Concept (POC) evaluates the viability of Apporto as a cloud-based virtual desktop and application delivery solution within the organization.
The objective of this initiative is to determine whether Apporto can effectively support current and future needs for remote access, lab environments, and application delivery, while reducing dependency on traditional on-premises infrastructure.
The equipment (servers and SAN storage) at DR is EOL and will no longer be supported on the next version of VMware that is set to be released in March of 2025.  The decision needs to be made to either, purchase new hardware that IS supported, or begin migrating those DR systems to Amazon and deprecate the Expedient environment.  This decision will also have an affect on our VMware renewal costs that are continually increasing, and if we can eliminate the DR environment, we will no longer need those licenses.
Windows server 2016 is going EOL in Jan of 2027.  This is to track progress on upgrades, replacement or decommissioning.
Network services with be replacing the existing Aruba access points with new Cisco access points.  Approximately 2200 access points will be replaced in all buildings except for the dorms, which have already been replaced in a separate project.
Network Services will replace approximately 30 network switches for the CHB AV network.  The existing switches were installed when the building was built in 2015.  The existing switches were installed, configured and maintained by B-Line.
Network Services will be overseeing the network installation for Victory Park.  Network Services will configure and install all the network switches for the building.  Becky will be configuring the 34 Avigilon cameras for the contractor to install.  The contractor will also be installing the 253 Meraki access points.  All the door locks for the building will use the wireless network so we will be assisting MCA with getting this completed.
This project will consist of a new point to point circuit between main campus and the stadium.  New Cisco switches and access points will be installed in the new press box along with the loaner switches and access points being swapped out in the other press box. There are 53 new Avigilon cameras and 2 servers included in the project.    We are recommending AHEAD do the switch installation and patching.  Network Services will configure the switches before the vendor installs the switches.
As part of a multi-year enterprise effort to improve Safety & Security at the university, the need to assess, improve, or implement measures to protect personnel and other assets from harm or threat is a strategic priority.  One aspect of these endeavors is a Panic Button Replacement Initiative aimed at improving identified gaps or risks such as:
  • Outdated equipment
  • Insufficient training for end users
  • Vulnerabilities in existing analog systems
  • Consistent notification/lack of incident response planning
 
Onspring has been purchased to replace 4 operational needs - Business Continuity Disaster Recovery (BCDR), Policy Management, Risk Management, Audit and Assurance. The current plan is to launch the BCDR first and then launch the GRC Foundations modules (Policy Risk and Audit). However to meet the need for Policy Tech (contract expires June 8th) we will begin GRC Foundations with this in mind. This project involves the BCDR and Risk Management office (Ronald Mark Heath), Policy (Barbara, Melanie), Internal Audie (Angela, Emily). 
This project will track the effort to identify stale web content and work with Marketing to remove. We will use site analytics and CMS reporting to better target relevant content.