1. Agile Project Management & IT Governance Moving to Enterprise 2
Agile Project Management & IT Governance Moving to Enterprise 2.0 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 1

2. Project Failure Rates
Robbins-Gioa Survey (2001): 51% viewed ERP implementations as unsuccessful…
The Conference Board Survey (2001): 40% of projects failed to achieve their business case within ne year…
The KPMG Canada Survey (1997): 61% of the projects that were analyzed were deemed to have failed...
- IT Cortex

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 canceled before they ever get completed' and 'only 16.2% of software projects.. ...are completed on-time and on-budget.' 3

4. For those initiatives that do make it into production, 52
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.
- Standish Group 4

5. Reasons often cited for failure focus on poor design/planning during initial project phases, and an inability to control development.
- Standish Group 5

6. In the 1994 report the success rate was 16
In the 1994 report the success rate was 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 6

7. Reasons cited for the improvement include, better project management through, iterative development and the emerging Web infrastructure.
- Standish Group 7

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 8

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? 9

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 process vs. principles. 10

11. Front-loaded project management processes start 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.” 11

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. 12

13. In contrast…
Lightweight approaches, such as APM, do not attempt to plan for the entire project, but rather provide principles for undertaking tasks as they are identified. 13

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)‏ 14

15. 15

16. 16

17. 17

18. Agile Manifesto
Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. 18

19. Agile Manifesto For the Enterprise
Individuals and interactions over processes and tools Working [services] over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. 19

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. 20

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. 21

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. 22

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. 23

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. 24

25. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
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

26. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
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. 26

27. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
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. 27

28. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
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. 28

29. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
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. 29

30. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
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. 30

31. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
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. 31

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

33. Agile Principles Incremental Development Emergent Design Iteration
Frequent “Testing”
Self-organizing Groups
Collaboration
Evidence Based
No Heroes
Honesty
Just Enough
Openness/Transparency
Maturity 33

34. Questions so far? 34

35. “Agile For The Enterprise” Case Study: Penn State World Campus
World Campus is one of Penn State’s 25 Campuses
Responsible for Distance Education
Delivery Partner with Academic Units
60+ Academic Degrees and Certificates
24,000 Course enrollments
40% Plus Growth Rate
Services include registration, academic advising, learning design, marketing, client development, educational technology, program management, etc.
Strong traditional “production” orientation 35

36. Nature of Production
Tradition of top-down hierarchical decision making
Emphasis on production efficiency (doing same things better)‏
Heavy planning process to avoid any disruptions to work flow
Large, resource intensive “task force” project management approach
Large organizational deployments and cut over
Because of the large investment little discovery and experimentation is conducted that leads to change 36

37. Experimenting with Agility Demonstrator Projects
In an effort to create additional flexibility in the World Campus we have adopted an uncharacteristically agile approach to experimenting with new ideas called “Demonstrator Projects.” The general idea is that we engage in a number of
- low barrier, - low cost, and - low risk
projects that demonstrate a concept in practice. We do this by setting up, understanding, and doing projects designed to:
- self-organizing - meet specific needs (emergent, evidence-based), - take no longer then 90 days (incremental), - have no significant dependencies (just enough, honesty, maturity)‏ 37

38. Demonstrator Projects Examples Proposed Projects
Accessibility Demonstrator Project
Analytics Demonstrator Project
Building Community Demonstrator Project
Content Input/Output Demonstrator Project
Digital Asset Management System Demonstrator Project
ePortfolio Demonstrator Project
Faculty Advocacy Group for Web 2.0 Demonstrator Project
Fluid Framework Demonstrator Project
Metadata Demonstrator Project
Occasionally Connected Course Demonstrator Project
Using Facebook as an Optional Delivery Platform for A WC Course
Utilizing Mobile Devices Demonstrator Project
World Campus on Facebook Demonstrator Project 38

39. Review & Governance
Want to keep it light-weight and open, while still respecting the larger organizational production needs and principles of the “Demonstrator.” This includes:
A small group will look through the proposals.
We will do our best to see which project meet the criteria for being a Demonstrator.
We will contact the Demonstrator sponsors, make comments on the Intranet, and get definition and try to determine if the proposal can be modified in ways that make sense and frame the project as a Demonstrator.
We may also ask others to join the review process.
Once “Demonstrators” as identified, we will apply other criteria to prioritize them and will work with the resource manages who will have to apply resources to the Projects. 39

40. Lessons Learned
The Demonstrator Project approach itself is an experiment designed to learn about ways to behave with more agility. Some of the things that we have learned include:
Demonstrator “champions” do not have the time to pursue the idea given current levels of workload,
The time resources associated with coordinating and running the suite of demonstrator projects has not been allocated, so there is a lack of sustained advocacy and leadership,
The demonstrators operate in our “production” environment, and are subject to all of the barriers of “doing business.” 40

41. “Agile For The Enterprise” Case Study: SUNY Delhi
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 41

42. Design, Development & Deployment
Decision-making: Traditional Approach...
Strategic planning
Annual departmental budget and planning cycle
Projects to meet projections, forecasts, trends...
Executive/System initiatives
Committees/Advisory boards
Affinity projects 42

43. Design, Development & Deployment
Decision-making: Agile Approach...
Transparency: “If it's not in Confluence, it's not happening”
Openness: “Bottom-up”
Evidenced-based/Emergence: “What version of Google are you using?” 43

44. 44

45. Design, Development & Deployment
Requirements: Traditional Approach...
Committees
Focus groups
User groups
Surveys
Sales pitches 45

46. Design, Development & Deployment
Requirements: Agile Approach...
Storytelling: “Scratching a personal itch”
Use cases: “The enemy of good is perfect”
Self-organizing groups: “Wisdom of the Crowd”
Collaboration: “Collaboration is not consensus” 46

47. 47

48. 48

49. Design, Development & Deployment
Traditional Approach:
Request for Proposals (RFP)‏
“The Enterprise:” ERP, enterprise-wide, enterprise-applications
Pilot groups 49

50. Design, Development & Deployment
Agile Approach:
Iteration: “6mos is good, 3mos. is better!”
Incremental: “just enough”
Frequent Testing: “continual beta”
Honesty & Maturity
No Heroes: “Nine women can't have a baby in a month” 50

51. 51

52. 52

53. Design, Development & Deployment
Traditional Approach:
Multiple staff meetings,
, , ...
MS Word: proposals, reports, etc.
Help Desk tickets, external only
Training 53

54. Design, Development & Deployment
Agile Approach
Enterprise wiki replaced meetings
Discussion forums replaced s
All requests, tasks entered as tickets
Instant Messaging
In one year,
CIS: 478 pages
Campus-wide: 200+
Users: 194
Contributors... 54

55. 55

56. 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)‏ 56

57. 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) 57

58. 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 58

59. Outcomes
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, 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. 59