DOIT deliberately plays a less integral role when any IT project is approved to proceed outside of an enterprise framework. These can be vendor, partner (ie Rutgers) and program-run in-house projects. Such projects can miss foundational considerations and can drift outside of DOIT preferred or mandated solution pathways (unapproved ancillary software, sub-optimal data sotre types and locations, file handling, security, etc.). Discovering and resolving such divergent paths late can lead to compromising to allow them or costly delays in re-tooling.

DOIT has a strategy loosely referred to as Citizen Developemnt which can be extended to apply to the need for not just propgram use of approved low/no code tools, but also to many if not all projects that do not fit into enterprise solutions. DOIT has a full plate and backlog of enterpise project demand, justifying its focus on this key area. There is significant IT project demand which sits across a spectrum of poor-fitness to not appropriate for enterprise solutions. Combined with clear enterprise demand that far exceeds capacity, even reasonable-fit-to-enterprise scenarios can be approved/advanced for non-enterprise solutions. Anticipating a ongoing and possibly growing pool of non-enterprise, non-DOIT managed projects, there is likely to be great value in maintaining and updating guiding documentation to keep these non-enterprise solutions optimally aligned on underlying technologies/platforms/software, approaches, archetectures, integrations, security, etc. This set of documentation can augement the currently limited and taxing DOIT review of vendor and partner contracts, and guide the ongoing project adaptations that can often happen out of view of DOIT.