Navigating Higher Ed from Fragile to Agile (242305905)
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NavigatingHigher
Education
from Fragile
to Agile
EDUCAUSE
September 30, 2014
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Introductions
University of Notre Dame• Sherry Morrill - Director, PMO
• Kristen Morin - Manager, Campus AdministrativeServices
• Michelle Sorensen - Lead Project Manager, PMO• Tracy Weber - Manager, Digital DocumentManagement
University of South Carolina• Rita Anderson - Program Manager, StudentInformation Systems
• Kristine Sunda - Agile Consultant
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About Our Institutions
University of Notre Dame
• Founded in 1842 by a priest of theCongregation of Holy Cross
• Independent, national Catholicresearch university
• 4 undergraduate colleges
• 14 major research institutes
• 24 centers and special programs
• University Library System
• 12,000 enrolled students
• 8,400 undergraduate students
University of South Carolina
• Over 200 Year History
• 8 Campuses
• 4 4-year campuses
• 4 2-year campuses
• Medical, Law, and Business School
• 40,000+ Students
• 360+ Degree Programs
• 18 Month ERP Implementation
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Where Are You in YourJourney?
1. Investigating
2. Pioneer
3. Gaining Momentum
4. Taking Hold
5. Operating and
Optimizing
What’s Driving YourOrganization to Agile?
•Urgent need
•Transparency
•Deliver results faster
•Efficiency
•Collaboration with Your
Customers•Flexibility
•Other
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What is Agile?
•Agile is…. – A group of methodologies united by concepts such as:
•Iterative and adaptive development
•Collaboration, co-location
•Frequent delivery of business value
•Tight, self-organizing teams
•Continuously improving
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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
http://www.agilemanifesto.org/
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Focus on the Greatest Value to
the Organization
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What Agile is NOT…
• The wild, wild west
• Undisciplined
• An excuse to drop documentation
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Scrum Kanban
LEAN Many more…
Flavors of Agile
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Source: scrumalliance.org
• Sprints of 2-4 weeks
• Daily Scrum
• Burndown chart
• Sprint demo
• Retrospective
Scrum Key Concepts
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Source: agilealliance.org
• Kanban – Japanese for “ visual board”
• Visualize and manage workflow• Limit work in progress (“WIP limits”)
New work is pulled in when there is capacity to handle it
Queue Analysis Dev Test Deploy
Kanban Key Concepts
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• Define Value based on customer expectations
• Understand the Value Stream; identify waste
• Work to establish Flow wherever possible
• Focus on Pull where flow is not possible
• Continuously improve towards Perfection
Lean Key Concepts
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USC JourneyDriven by Necessity
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AcademicHistoryConversion
ERP Implementation – 18 Month Race
OrientationFall 2013AdmissionsApplicationAvailable
Fall 2013ScheduleBuild
Spring
2012
Summer
2012
InitialAdmittanceNotifications
FallSemesterStart
Spring
2013
Summer
2013
Fall
2013
Fall
2012
• 175+ modificationsor interfaces
initially identified
• 100 more introduced
over the course of
the project.
Fall 2013Registration
Financial AidApplicationsProcessing &Awards
AR Conversion &Student Bills Posted
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Planning Process
Jan 2012 - July 2013
Triple Constraint: – Known Time and Scope
– Determine Cost/Resources
Scope
Quality
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Determining Scope and Cost
Small
Medium
Large
HUGE
XL
7000 Hours for Conversion32,000 hours for Development
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Agile Staffing Model
• 2 week sprints toreact quickly
• Synchronizedplanning and
sprint schedules
Scrum
of
Scrums
Conversion
Scrum Team
Development
Scrum Team
DevelopmentScrum Team
Development
Scrum Team
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Ensuring Quality
• Development standards• Peer reviews
• Integrated builds• Release management
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Tracking Progress
• Tracked SprintProgress ViaGoogle Docs
• Easy to use
• Ideal for VirtualTeams
• Transparency
BuildsConfidence
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Results
• All business process deadlines met
•Consistent, reliable, repeatable development processand artifacts
•Knowledge transfer more readily shared due to teamknowledge – not individual
•Better technical designs from teams
• Easy transition to operations.
• Teamwork, Transparency, Trust!
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Operational Model
• Enhancementsto ERPEach Sprint
• Trained Entire
DevelopmentStaff andPMO
• Other GroupsFollowing
ThisModel
–Infrastructure, Data Warehouse, Web, 3rd Party Apps
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Notre DameGrass Roots Desire to Improve
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Notre Dame’s Agile Journey
• Pioneers – 1 year • Gaining momentum – 2 years
• Taking Hold – 4 years
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Pioneers
• Milestones – Visit to SunGard to see “Scrum in action”
– ScrumU group formed
– Funding request for ScrumMaster training
– ScrumND group formed
• And a turning point…
– The1st project run using Scrum – started Feb 2009
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Credit: Janet Shulaw
Our First Scrum Project
Burn-down chart(ProgressTracking)
Dedicated teamand team room
Sprint stories
(Requirements)
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Challenges Emerged …
• Cross-departmental and/or non-dedicated teams• New team for each project
• Campus Setting
• Multiple product owners/sponsors• Competing campus priorities
• Project can’t go on forever, next customer waiting
• Integrating approach with existing projectframework
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• ScrumMaster Training
• Kanban Emerges
• Adventures in Scrum
Gaining Momentum
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Kanban emerges as analternative…
• “ScrumND” changes to “ AgileND”
ScrumMaster Training (FINALLY!)
• 20 participants
• All levels of the organization
• Included customers
Queue Analysis Dev Test Deploy
Kanban Emerges
Alumni Online Engagement Scrum
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Alumni Online Engagement ScrumProject
Sprint Task Boards
Vendor Timeline
Team Color Coding
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Performing Arts Center Ticketing Project
Sprint Boards
Vendor Timeline
Team Color Coding
The big finish Scrum team room
Infrastructure Team Gets On
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TRAVELND SCRUM BOARDS
The “CAN ban”
Credit: Julie Pawlak
Infrastructure Team Gets On
Board
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Taking Hold
• Post-Its!
• Merging approaches
• Kanban to Scrum conversion
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Post-its Take Over!
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Chart Revision Project - The Traveling Sprint Task Board!Credit: Chris Corrente
Innovations…
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Innovations…
Credit: Michelle Sorensen
Graphs to monitoroverall progress taped
to the wall!
Documentation
PhaseLegal / PolicyReview Phase
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Kanban to SCRUMNew Cloud Service Delivery
Pilot → Kanban
Agile enabled
flexibility
strong team identity
Deployment → SCRUM
Taking it to the next level,
with the same core team
Queue Analysis Dev Test Deploy
Introducing Agile
Innovations…
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Innovations…Release Planning
Credit: Michelle Sorensen
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Innovations…Operational Work
Credit: Tracy Weber
Due Dates tracked on
Kanban board
Credit: Julia Bruckert
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Innovations…Operational Work
Credit: Kristen Morin
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Using a Cloud Scrum Tool
Innovations…Pivotal Tracker
I ti T ll
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Innovations . . . Trello
Using a Cloud Kanban Tool
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The Summary of Notre Dame’s Journey
Embrace the “buts”!
Or
Provide freedom and flexibility to use a combinationof Agile methods and reap benefits related to
Transparency, Accountability and TEAMWORK!
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Looking back at what we’ve learned…
You can apply Agile and Scrum techniques …
• In all different business contexts
• To all types of projects – even infrastructure!
• With cross-functional non-dedicated teams
• With remote people on the team
• Without an official team room
• With a little bit of leadership support
• With multiple product owners
• Without really having any type of grand vision• With A LOT of super-stickies!
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YOUR JOURNEY
Which path is right for you?
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Categories of Approach
1. Grass RootsPick a project with open minded team and try an agile approach;Interested team members "just do it" and see how it goes.
2. Small Focused InitiativePilot agile techniques on a small initiative or project with
allocated funding and resources.3. Program
Pilot agile techniques on a strategic program or initiative withallocated funding and resources.
4. Big-Bang
Roll out agile techniques in a structured way across an entiredivision or service; Top down approach.
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Which approach is right for me?
Approach
Driver Grass Roots
Small focused
initiative Program Big Bang
Urgent need 0 1 3 5
Need for transparency 2 2 4 5
Heat map
0 1 2 3 4 5
Bad Fit Excellent Fit
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Overcoming the Obstacles
Potential Obstacle Strategies to Employ
Lack of Funding for Tools &
Training
Explore public domain tools and training
Lack of Management Buy-In Demonstrate results with pilot projects
Lack of Customer Buy-In Trial basis – commit to 2-3 sprints and assess
Demonstrate results with pilot projects
Be transparentTeam Members’ Discomfort Emphasize even pace
Eliminate marathon projects
Vendor’s Waterfall Plan Utilize time-boxing for deliverables from SOW
Fixed Deadline Project Utilize time-boxing for project deliverables
Too Many Unknown’s Utilize estimation approaches: Poker, T-Shirts, etc.
Build in time for analysis
Progressive elaboration of solution
Too Many Urgent Problems Reserve % of sprint capacity for production support
Allocate protected time
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Questions?
Additi l R
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Additional Resources
• www.scrumu.org
• www.agilemanifesto.org
• www.scrumalliance.org
• www.implementingscrum.com• www.mountaingoatsoftware.com
• www.controlchaos.com
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Contacts
• Notre Dame – Sherry Morrill [email protected]
– Kirsten Morin [email protected]
– Michelle Sorensen [email protected]
– Tracy Weber [email protected]
• University of South Carolina
– Rita Anderson [email protected]
– Kristine Sunda [email protected]