Leanne McGiveron Development Team Leader Marilyn Moore Web Design Developer Agriculture Information Technology AgIT

2. The Disclaimer AgIT�s Situation The Need The Response The Impact The Future

3.

4. AgIT�s Situation (The Environment AgIT Development is Working in)

5. Changing Development Environment

6. Changing Development Team

7. Changing Development Leadership

8. Types of Development Projects Application Development (new) Infrastructure Support (released) Consulting Streaming

9. Growing Project Queue Application Development

10. Growing Number of Released Projects Infrastructure Support

11. Growing Number of Consulting Projects Web Servers 1999: 1 Web Server (Unix) & 1 Oracle Server 2000: 2 Web Server (Unix & FMPro) & 1 Oracle Server 2003: 5 Production Web Servers (3 Windows, 1 Unix & 1 FMPro), 3 Development & Testing Web Servers, 1 Oracle Server, 1 SQL Server 200?: Integration into University Web Servers

12. Growing Number of Consulting Projects, cont. Web Hosting 1999: Primarily Purdue Agriculture Admin sites and CES sites 2003: Available to Purdue Agriculture and CES Server Access Mentoring Program Code Review

13. The Need (Issues that We Were - and Are - Struggling with�.)

14. Areas of Frustration Scope Creep Documentation Client Follow through (lack of) Testing Maintenance

15. Our primary needs To gain Control over the development process; To maximize effectiveness; and To find and push all efficiencies

16. The 1st Response (Sometimes You have to Try Different Things)

17. 1st Response began in April 2002 Modifications determined by Leanne and Eric Adams (Assistant Team Leader) Identified short term solutions Required implementation at a moments notice We just did it!

18. Positioned Team to Maximize Efficiencies Determined individual core competencies Leadership ? Politics, Run Interference, etc. Developers are not Designers; Designers are not Developers DBA responsible for all database development

19. Position Team to Maximize Efficiencies, cont. Reorganized development team responsibilities to maximize efficiencies.

20. Documentation of Project Requirements April 2002 ? Developed Architect Scope Non-Functional Prototype (Wire Frame) July 2002 ? Prototype MUST occur prior to any development

21. Documentation of Development Process August 2002 � First flow developed 7 steps October 2002 � Second, more in-depth flow 9 steps December 2002 � Third flow 18 steps

22. We were gaining control But, the more control we gained, the more control we wanted

23. The 2nd Response (Sometimes You have to Try Different Things � Again)

24. 2nd Response began in January 2003 Issues were identified during multiple team meetings; feelings were checked at the door; and we listed everything! Identified long term solutions Implementation occurs when a new project reaches a point where a solution is ready and can be integrated Team consensus and buy-in

25. Positioned Team to Maximize Efficiencies Continued to explore individual core competencies; began to really push the efficiencies Provide growth opportunities through management, research and coordination of projects

26. Documentation of Project Requirements March 2003 ? Modified Architect Scope to Non-Functional Prototype (Wire Frame) Continued requirement

27. Documentation of Development Process Moved to a comprehensive Life Cycle Information Gathering/Features and Design System Analysis and Design/Logic Documentation Programming Testing Delivery & Maintenance

28. The Impact (The Impact has been Far Greater than We Anticipated)

29. Control When the programming begins, we can be confident that we have gathered all requirements; thus allowing us to fully focus on the product and not second-guess ourselves. Major customer modifications can be better dealt with in a professional manner; eliminating any tendencies by staff or client for finger pointing. We have signed documentation to support our processes.

30. Control Integration into a full team environment was a smooth transition. When new staff join the team, we are able to quickly and efficiently organize; new staff was developing on their first afternoon. Interpersonal, team building, and communication skills continue to increase among staff. The team is able to shift priorities and direction within minutes.

31. Control Clients feel that they have a greater control over their project. This leads to greater interaction with the process, as well as more timely follow through. We continue to see a steady customer repeat rate. The client knows they are part of the team and that their �voice� counts.

32. Control More positive acceptance of standardization (i.e., VSS, written documentation, etc.) Faster integration into new technologies, as well as team assistance with the learning curve. ASP.Net SQL Server XML C Sharp

33. Control We have observed lower stress levels, increased job satisfaction, decreased absenteeism, an individuals willing to put in the extra effort. Increased team interaction is very noticeable; which leads to increased trust among members. �Turfing� among development staff continues to decline.

34. Control When people feel that they have control, they are better able to organize their work; have a better understanding of the �big� picture; and are more willing to work together. All of this leads to our ability to provide a solid product to the customer in a timely basis.

35. The Future (We are Not Quite Done Yet �.)

36. Inheriting Services Streaming � New in May 2003 Integration into Purdue ITaP Resources Co-Development of Projects Servers Security Interwoven WebSphere/J2EE

37. Continue to get our arms around other issues Policies, Procedures and Guidelines Standardization Management of Consulting Project Server Access Form Web Hosting Form Change Request Form

38. Continue to get our arms around other issues, cont. Project Classification Maintenance Agreements Training for in-house developed applications Movement of Support to User Services