Your apps and tools, all in one place.
One Front Door
Pick the option that fits best. Your answer routes the request automatically, so you never have to know who owns what.
Please fill out this form to help us understand and resolve your technical issues effectively.
A ticket receipt is automatically sent to your email address after the form is submitted and a ticket is generated
Hi, Pat. When you submit this form, the owner will see your name and email address.
* Required
This content is created by the owner of the form. The data you submit will be sent to the form owner. Microsoft is not responsible for the privacy or security practices of its customers, including those of this form owner. Never give out your password.
Reference REQ‑4821 · A receipt was emailed to you · Typical turnaround: same day
One Front Door · Quick request
Two quick picks and the front door sends it straight to the right owner. Change the answers and watch the routing update.
Reference REQ‑4834 · You will hear back by email, usually within a day or two
One Front Door · New project
Bigger asks use the PMO's actual Project Intake & Summary form. Scroll through it to see what it captures, then click Complete form at the bottom to auto-fill a sample and continue.
This walkthrough shows the intake fields that drive prioritization. The full template also captures key activities and milestones, training, communication, assumptions, project team, and stakeholders.
One Front Door · Steering committee
Built for Higginbotham, drawing on a proven IT governance model. A project is not approved in one shot: it earns two clear decisions, and the numbers get vetted by Finance in between, so nothing large is funded on a hunch.
The Project Intake & Summary is the request; the pro forma is attached as the financial detail.
| Criteria | What it asks | Weight |
|---|---|---|
| Strategic fit | Supports the firm's goals and Build to a Billion | 25% |
| Revenue or expense impact | What it earns, saves, or protects | 25% |
| Reach and experience | How many clients and staff it helps, and how much | 15% |
| Effort and cost | What it takes IT and the business to deliver | 15% |
| Legal or regulatory | Whether a rule or carrier requirement forces it | 10% |
| Risk | Risk of doing it, and of not doing it | 10% |
Illustrative weighting. The committee sets and publishes the final rubric.
Approved projects enter one prioritized queue. Each department keeps a short prioritized list, a few active and a few on deck, and the committee sets priority across them, with delivery status in the open.
| # | Project | Department | Stage | Status |
|---|---|---|---|---|
| Active, in delivery (up to 5) | ||||
| 1 | Producer onboarding refresh | Operations | Deploy | On track |
| 2 | Carrier data automation | Commercial Lines | Build | Watch |
| 3 | Renewals dashboard v2 | Employee Benefits | Build | On track |
| 4 | Agency-bill reconciliation | Finance | Plan | On track |
| 5 | Client portal single sign-on | IT and PMO | Initiate | On track |
| On deck, approved and queued (up to 5) | ||||
| 6 | Unified Client Onboarding Portal Just approved | Commercial Lines | Queued | Not started |
| 7 | Personal Lines quoting refresh | Personal Lines | Queued | Not started |
| 8 | Commission statement automation | Finance | Queued | Not started |
This is the whole point. One front door, one queue, one transparent decision. Leaders stop trading favors in the hallway, and everyone can see what is funded, what is next, and how it is tracking, and why.