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Agile Methods for Higher Education Innovation

Implementing Agile practices in university settings for continuous innovation, adaptability, and reliable results. An effective approach driving change and collaboration.

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Agile Methods for Higher Education Innovation

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  1. 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 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. At SUNY Delhi, a 3500 FTE college of technology offering Baccalaureate/Associate’s degrees, we are implementing a variety of Agile practices: needs analysis and planning through bottom-up or emergent design, requirements gathering and planning through evidence-based decision-making and iterative and incremental development and deployment. While originally implemented within the SUNY Delhi IT department, adoption on campus has grown with a variety of functional units including, Business and Finance, The College Association, Alumni, Enrollment, Student Life and even Academic Departments including the Office of the Provost now participating. In our discussions, I hope to introduce the concepts behind Agile Methods, the circumstances for adopting these practices at Delhi, and some of the results we have seen to date through their use.

  2. No Five-Year Plan, No Advisory Committees: How do I still have a job?Patrick MassonChief Information OfficerState University of New YorkCollege of Technology at Delhi

  3. They promote practices and principles that reflect an agile sensibility, lightness,communication, self-directed teams, [actions] over documenting, and more. - Craig Larman,Agile and Iterative Development, 2004 It is not possible toexactly define Agile Methods

  4. Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. - Jim Highsmith, Agile Project Management, 2002Cutter Consortium's Agile Project Management Advisory Service Agile Methods...

  5. Agile is an iterative and incremental (evolutionary) approach... which is performed in a highly collaborative manner by self-organizing teams with "just enough" ceremony that produces high quality... in a cost effective and timely manner which meets the changing needs of stakeholders. - Scot W. Amber, Agile Modeling, 2007 Agile Methods...

  6. In the late 1990’s several methodologies began to get increasing public attention. Each had a different combination of old ideas, new ideas, and transmuted old ideas. But they all emphasized close collaboration between the programmer team and business experts; face-to-face communication (as more efficient than written documentation); frequent delivery of new deployable business value; tight, self-organizing teams; and ways to craft the code and the team such that the inevitable requirements churn was not a crisis. - Agile Alliance Agile Methods...

  7. 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. Agile Manifesto

  8. 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. Agile ManifestoFor the Enterprise

  9. 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. 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.

  10. 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. 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.

  11. 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. 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.

  12. 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. 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.

  13. 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. 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.

  14. 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. 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.

  15. 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. Agile Principles • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  16. 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. Agile Principles • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  17. 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. Agile Principles • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  18. 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. Agile Principles • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  19. 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. Agile Principles • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  20. 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. Agile Principles • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  21. Evidence-based No Heroes Honesty Just Enough Openness/Transparency Maturity Agile Principles • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  22. Evidence Based No Heroes Honesty Just Enough Openness/Transparency Maturity Agile Practices • Incremental Development • Emergent Design • Iteration • Frequent “Testing” • Bottom-up • Collaboration

  23. My experience with Agile

  24. Medical Illustration • Worked at UCLA from 1990-1995 as a Medical/Scientific Illustrator... • Developed original artwork for textbooks, professional journals, presentations, research... • Over 100 published illustrations in diverse fields: Bio Materials, Dentistry, Neurology, Plastics, Public Health, Pulmonary, Surgery, and others... • Latest (Last?):Carranza's Clinical Periodontology,Saunders; 9 edition (December 15, 2001)

  25. Programmer Analyst • As Medical/Scientific Illustration transformed to Medical/Scientific Visualization... • From 1995-1998 worked as a PA developing CGI > modeling > simulations > applications...

  26. Director, UCLA Media Lab • Implemented practices across the “enterprise”

  27. Director of Technology,SUNY Learning Network • Introduced Agile Methods for needs analysis, requirements gathering, project management and IT governance. • Failed miserably... ...more to come.

  28. CIO, SUNY Delhi Introduced Agile Methods initially within IT department, grown to campus-wide adoption (almost) “Confluence was a tremendous success for the budgeting and planning process.” Dr. Candace VanckoSUNY Delhi PresidentSpring Forum, Jan. 18th, 2008(Penn State Alum!)

  29. Agile Methods allow services and systems to be modified at the same pace as users can articulate them. Patrick Masson Agile Methods...

  30. ...services and systems to be modified... This implies “existing” services. Where are the new projects? Agile Methods...

  31. ...at the pace end users can articulate them? Then what role does management play? Agile Methods...

  32. 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

  33. Exploring “Agile For The Enterprise” • Provide leadership and prioritization for the CIS managers and their staffs. • Learn current priorities and how the day-to-day activities are implemented. • Adjust task assignments and workload of individual staff members. • Make structural changes as appropriate. • Review of current technology, Technology Master Plan including networking, wireless technology, mainframe etc. • Development of processes to manage technology for both the day-to-day operations and project implementation.

  34. Exploring “Agile For The Enterprise” • Provide leadership and prioritization for the CIS managers and their staffs. • Learn current priorities and how the day-to-day activities are implemented. • Adjust task assignments and workload of individual staff members. • Make structural changes as appropriate. • Review of current technology, Technology Master Plan including networking, wireless technology, mainframe etc. • Development of processes to manage technology for both the day-to-day operations and project implementation.

  35. Administrators and staffers were shocked when the new CIO declared, 'We're not going to do anything for a year.'

  36. Report to Cabinet • Implement formal documentation and communications practices • Determine current CIS operations • Identify current scope of services (e.g. Help Desk, desktop support, instructional design, Banner reporting) • Identify current systems (e.g. networking, software deployment, servers) • Identify current policies and procedures (e.g. service level agreements: use, availability, response)

  37. Report to Cabinet • Analyze CIS systems, services and operations • Define current CIS organizational structure • Define staff competencies, roles and responsibilities

  38. Report to Cabinet • Develop and implement a project management process • Create needs analysis process • Create requirements gathering process • Create resource analysis process • Create implementation processes • Create a continuous training program

  39. Evidence Based No Heroes Honesty Just Enough Openness/Transparency Maturity Agile Practices Incremental Development Emergent Design Iteration Frequent “Testing” Bottom-up Collaboration

  40. Documentation and Communication Traditional Approach: • Multiple staff meetings • Email, email, email... • Help Desk tickets, external only • After six years...

  41. 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...

  42. 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)

  43. 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)

  44. 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 B&P • 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

  45. Examples • Compter Information Systems • Sanford Technology Center Computer Labs

  46. Evidence Based No Heroes Honesty Just Enough Openness/Transparency Maturity Agile Practices Incremental Development Emergent Design Iteration Frequent “Testing” Bottom-up Collaboration

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