Agile for the Enterprise

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?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.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. “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)‏ Agile Practices

18. 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

19. 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

20. 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.

21. 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.

22. 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.

23. 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.

24. 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.

25. 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.

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

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

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

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 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

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.delhi.edu:8443/dashboard.action • Agile Alliance: http://www.agilealliance.org • Cutter Consortium: http://www.cutter.com/index.html • Standish Report: http://www.standishgroup.com (see attached)‏ • A Wiki in Plain English: https://snydelwd.delhi.edu:8443/display/ds/Confluence+Overview • Wikinomics: http://www.wikinomics.com • Wisdom of Crowds: http://en.wikipedia.org/wiki/The_Wisdom_of_Crowds • Patrick Masson, massonpj@delhi.edu • Ken Udas, keu10@psu.edu