Agile Project Management Universities, like businesses, have traditionally operated under strict hierarchical structures. Innovation, planning and decision-making is most often driven from the top, by; initiatives focused on meeting projections in

1
Agile Project ManagementUniversities, like
businesses, have traditionally operated under
strict hierarchical structures. Innovation,
planning and decision-making is most often driven
from the top, by initiatives focused on meeting
projections in growth of both customers and
services, perceptions in--and reactions
to--market trends, and even affinity programs
that forward the executive vision.New
approaches, collectively known as Agile Methods,
focusing on transparency, collaboration and
honesty, deliver continuous innovation,
service/systems adaptability, reduced delivery
schedules and more reliable results. Ken Udas,
PhD Patrick Masson Executive
Director Chief Information Officer Penn
State World Campus State University of New
York College of Technology at Delhi
2
What Version of Google are You Running?Universit
ies, like businesses, have traditionally operated
under strict hierarchical structures. Innovation,
planning and decision-making is most often driven
from the top, by initiatives focused on meeting
projections in growth of both customers and
services, perceptions in--and reactions
to--market trends, and even affinity programs
that forward the executive vision.New
approaches, collectively known as Agile Methods,
focusing on transparency, collaboration and
honesty, deliver continuous innovation,
service/systems adaptability, reduced delivery
schedules and more reliable results. Ken Udas,
PhD Patrick Masson Executive
Director Chief Information Officer Penn
State World Campus State University of New
York College of Technology at Delhi
3
In 1994 the Standish Group shocked the IT
community with the publication of the CHAOS
report 'a staggering 31.1 of projects will be
cancelled before they ever get completed' and
'only 16.2 of software projects.. ...are
completed on-time and on-budget.'
4

• For those initiatives that do make it into
  production, 52.7 will cost 189 of their
  original estimates. Other studies report similar
  dysfunction for ERP projects.

5

• Reasons often cited for failure focus on poor
  design/planning during initial project phases,
  and an inability to control development.
• - Standish Group

6

• In the 1994 report the success rate was 16.2
  percent, while the 2006 Standish Group report
  revealed that 35 percent of software projects
  started in 2006 can be categorized as successful,
  meaning they were completed on time, on budget
  and met user requirements.
• - Standish Group

7

• Three reasons cited for the improvement,better
  project management through, iterative development
  and the emerging Web infrastructure.
• - Standish Group

8

• Agile Project Management allows existing business
  processes to be modified and new business
  processes to be developed at the same pace as the
  user can articulate them.
• Jim Highsmith
• Agile Project Management

9
Agile for the Enterprise

• Can the success achieved within software
  development through Agile management practices be
  realized to solve or address larger
  organizational problems?

10

• Agile Project Management (APM) is a stark
  departure from traditional front-loaded project
  management processes, where success often hinges
  on the ability to identify all of the systems'
  needs before development begins.
• The fundamental difference between front-loaded
  and lightweight approaches used in APM boils down
  to planning vs. practice.

11

• Front-loaded project management starts out with a
  heavy investment in planning.
• Needs analysis, requirements gathering, gap
  analysis, resourcing, etc. all take place before
  development begins and are expected to remain
  consistent an engineering process.

12

• Changes are discouraged and may result in
  financial penalties.
• Success in front-loaded projects is often defined
  by how well a project adheres to the plan, not on
  the quality of the work or the value of the
  finished project.

13

• In contrast
• Lightweight approaches, such as APM, do not
  attempt to plan for the entire project, but
  rather provide practices for undertaking tasks as
  they are identified.

14
Agile Practices

• At the University of California at Irvine, when
  they first built its campus, they just planted
  grass. Then they waited a year and looked at
  where people had made paths in the grass and
  built the side walks there.
• - Gluing the Web Together An Interview with
  Larry Wall
• By Alicia Dougherty, April 17, 1998 (ZD Internet
  User)

15
(No Transcript)
16
(No Transcript)
17
(No Transcript)
18
Agile Manifesto

• Individuals and interactions over processes and
  toolsWorking software over comprehensive
  documentationCustomer collaboration over
  contract negotiationResponding to change over
  following a planThat is, while there is value
  in the items onthe right, we value the items on
  the left more.

19
Agile ManifestoFor the Enterprise

• Individuals and interactions over processes and
  toolsWorking services over comprehensive
  documentationCustomer collaboration over
  contract negotiationResponding to change over
  following a planThat is, while there is value
  in the items onthe right, we value the items on
  the left more.

20
Agile Principles

• Our highest priority is to satisfy the customer
  through early and continuous delivery of valuable
  services.
• Welcome changing requirements, even late in
  development. Agile processes harness change for
  the customer's competitive advantage.
• Deliver working services frequently, from a
  couple of weeks to a couple of months, with a
  preference to the shorter timescale.
• Business people and developers must work together
  daily throughout the project.
• Build projects around motivated individuals. Give
  them the environment and support they need, and
  trust them to get the job done.
• The most efficient and effective method of
  conveying information to and within a development
  team is face-to-face conversation.

• Working services is the primary measure of
  progress.
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

21
Agile Principles

• Incremental Development
• Welcome changing requirements, even late in
  development. Agile processes harness change for
  the customer's competitive advantage.
• Deliver working services frequently, from a
  couple of weeks to a couple of months, with a
  preference to the shorter timescale.
• Business people and developers must work together
  daily throughout the project.
• Build projects around motivated individuals. Give
  them the environment and support they need, and
  trust them to get the job done.
• The most efficient and effective method of
  conveying information to and within a development
  team is face-to-face conversation.

• Working services is the primary measure of
  progress.
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

22
Agile Principles

• Incremental Development
• Emergent Design
• Deliver working services frequently, from a
  couple of weeks to a couple of months, with a
  preference to the shorter timescale.
• Business people and developers must work together
  daily throughout the project.
• Build projects around motivated individuals. Give
  them the environment and support they need, and
  trust them to get the job done.
• The most efficient and effective method of
  conveying information to and within a development
  team is face-to-face conversation.

• Working services is the primary measure of
  progress.
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

23
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Business people and developers must work together
  daily throughout the project.
• Build projects around motivated individuals. Give
  them the environment and support they need, and
  trust them to get the job done.
• The most efficient and effective method of
  conveying information to and within a development
  team is face-to-face conversation.

• Working services is the primary measure of
  progress.
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

24
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Build projects around motivated individuals. Give
  them the environment and support they need, and
  trust them to get the job done.
• The most efficient and effective method of
  conveying information to and within a development
  team is face-to-face conversation.

• Working services is the primary measure of
  progress.
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

25
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• The most efficient and effective method of
  conveying information to and within a development
  team is face-to-face conversation.

• Working services is the primary measure of
  progress.
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

26
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Working services is the primary measure of
  progress.
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

27
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Evidence-based
• Agile processes promote sustainable development.
  The sponsors, developers, and users should be
  able to maintain a constant pace indefinitely.
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

28
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Evidence-based
• No Heroes
• Continuous attention to excellence and good
  design enhances agility.
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

29
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Evidence-based
• No Heroes
• Honesty
• Simplicity--the art of maximizing the amount of
  work not done--is essential.
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

30
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Evidence-based
• No Heroes
• Honesty
• Just Enough
• The best architectures, requirements, and designs
  emerge from self-organizing teams.
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

31
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Evidence-based
• No Heroes
• Honesty
• Just Enough
• Openness/Transparency
• At regular intervals, the team reflects on how to
  become more effective, then tunes and adjusts its
  behavior accordingly.

32
Agile Principles

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Evidence-based
• No Heroes
• Honesty
• Just Enough
• Openness/Transparency
• Maturity

33
Agile Practices

• Incremental Development
• Emergent Design
• Iteration
• Frequent Testing
• Bottom-up
• Collaboration

• Evidence Based
• No Heroes
• Honesty
• Just Enough
• Openness/Transparency
• Maturity

34
Discussion?
35
Exploring Agile For The Enterprise

• Delhi, one of 64 campuses in the SUNY System
• One of eight technical colleges
• 3500 Students, 500 Faculty/Staff
• 20 IT staff Classroom Technologies, Networking
  Telecommunications, Online Education, Print
  Shop, Systems Administration, User Support (Help
  Desk)
• First CIO in school history
• Reporting to VP Business and Finance

36
Documentation and Communication

• Traditional Approach
• Multiple staff meetings
• Email, email, email...
• Help Desk tickets, external only
• After six years...

37
Documentation and Communication

• Agile Approach
• Enterprise wiki replaced meetings
• Discussion forums replaced emails
• All requests, tasks entered as tickets
• Instant Messaging
• In one year,
• CIS 478 pages
• Campus-wide 200
• Users 194
• Contributors...

38
Most Popular Spaces (Views)

• Delhi Campus Information Systems (CIS) (9217)
• Open Delhi Discussions (705)
• Delhi Campus-wide Committees (449)
• Office of Business and Finance (403)
• College Association at Delhi, Incorporated (356)
• Resnick Library (244)
• Grants Office (196)
• Office of Residence Life (128)

39
Most Active Spaces (Edits)

• Delhi Campus Information Systems (CIS) (283)
• Office of Business and Finance (67)
• Open Delhi Discussions (52)
• College Association at Delhi, Incorporated (37)
• Resnick Library (29)
• Delhi Campus-wide Committees (19)
• Grants Office (12)
• Office of Residence Life (10)
• Enrollment Services (3)

40
Most Active Contributors (Edits)

• Patrick Masson (102) CIO
• Brian G. Hutzley (73) VP Business and Finance
• Kristy R Fitch (64) Systems Administrator
• Scott May (62) Network Administrator
• Clark Shah-Nelson (58) Coordinator Online
  Learning
• Jessica B Beaudet (40) Network Technician
• Richard L Golding (31) Hospitality Management,
  Chair BP
• John J. Padovani (29) Director, Student Housing
• Pamela J. Peters (19) Campus Librarian
• Jack T. Tessier (12) Professor, Ecology
• Pat Heath (12) Director, College Association

41
Agile Projects

• Network replacement Opened the project up in
  Confluence on Dec 6th, 2006 with no defined
  architecture, topology, funding allocations,
  technology vendor, etc. yet the new campus-wide
  network was up for Fall 2007.
• The project plan went through 133 iterations, had
  over 20 contributors, including vendors, and best
  of all resulted in a savings of 350,000 over
  state contracted price.
• LMS Migration The Confluence page on LMS
  Migration was posted on June 25th, 2007 and we
  opened courses in Moodle on January 18th, 2008.
  This included a new bachelor's of Nursing program
  offered totally online and delivered exclusively
  via the new LMS. We now
• Telecommuting The initial request to formalize
  telecommuting was made on December 18th. The
  final policy was competed in Feb. 5th. The
  document was developed and reviewed by the entire
  IT staff, the cabinet and HR as well as our local
  union.

42
References

• 2-3-98 Conference www.delhi.edu/2-3-98/
• SUNY Delhi Confluence site https//snydelwd.del
  hi.edu8443/dashboard.action
• Agile Alliance http//www.agilealliance.org
• Cutter Consortium http//www.cutter.com/index.htm
  l
• Standish Report http//www.standishgroup.com
  (see attached)
• A Wiki in Plain English https//snydelwd.delhi.ed
  u8443/display/ds/ConfluenceOverview
• Wikinomics http//www.wikinomics.com
• Wisdom of Crowds http//en.wikipedia.org/wiki/The
  _Wisdom_of_Crowds
• Patrick Masson, massonpj_at_delhi.edu
• Ken Udas, keu10_at_psu.edu