Navigating Higher Ed from Fragile to Agile (242305905)

8/11/2019 Navigating Higher Ed from Fragile to Agile (242305905)

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NavigatingHigher

Education

from Fragile

to Agile

EDUCAUSE

September 30, 2014



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



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



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



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



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/



Focus on the Greatest Value to

the Organization



What Agile is NOT…

• The wild, wild west

• Undisciplined

• An excuse to drop documentation



Scrum Kanban

LEAN Many more…

Flavors of Agile



Source: scrumalliance.org

• Sprints of 2-4 weeks

• Daily Scrum

• Burndown chart

• Sprint demo

• Retrospective

Scrum Key Concepts



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



• 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



USC JourneyDriven by Necessity



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



Planning Process

Jan 2012 - July 2013

Triple Constraint: – Known Time and Scope

– Determine Cost/Resources

Scope

Quality



Determining Scope and Cost

Small

Medium

Large

HUGE

XL

7000 Hours for Conversion32,000 hours for Development



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



Ensuring Quality

• Development standards• Peer reviews

• Integrated builds• Release management



Tracking Progress

• Tracked SprintProgress ViaGoogle Docs

• Easy to use

• Ideal for VirtualTeams

• Transparency

BuildsConfidence



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!



Operational Model

• Enhancementsto ERPEach Sprint

• Trained Entire

DevelopmentStaff andPMO

• Other GroupsFollowing

ThisModel

–Infrastructure, Data Warehouse, Web, 3rd Party Apps



Notre DameGrass Roots Desire to Improve



Notre Dame’s Agile Journey

• Pioneers – 1 year • Gaining momentum – 2 years

• Taking Hold – 4 years



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



Credit: Janet Shulaw

Our First Scrum Project

Burn-down chart(ProgressTracking)

Dedicated teamand team room

Sprint stories

(Requirements)



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



• ScrumMaster Training

• Kanban Emerges

• Adventures in Scrum

Gaining Momentum



Kanban emerges as analternative…

• “ScrumND” changes to “ AgileND”

ScrumMaster Training (FINALLY!)

• 20 participants

• All levels of the organization

• Included customers


Kanban Emerges

Alumni Online Engagement Scrum



Alumni Online Engagement ScrumProject

Sprint Task Boards

Vendor Timeline

Team Color Coding



Performing Arts Center Ticketing Project

Sprint Boards

Vendor Timeline

Team Color Coding

The big finish Scrum team room

Infrastructure Team Gets On



TRAVELND SCRUM BOARDS

The “CAN ban”

Credit: Julie Pawlak

Infrastructure Team Gets On

Board



Taking Hold

• Post-Its!

• Merging approaches

• Kanban to Scrum conversion



Post-its Take Over!



Chart Revision Project - The Traveling Sprint Task Board!Credit: Chris Corrente

Innovations…



Innovations…

Credit: Michelle Sorensen

Graphs to monitoroverall progress taped

to the wall!

Documentation

PhaseLegal / PolicyReview Phase



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


Introducing Agile

Innovations…



Innovations…Release Planning

Credit: Michelle Sorensen



Innovations…Operational Work

Credit: Tracy Weber

Due Dates tracked on

Kanban board

Credit: Julia Bruckert



Innovations…Operational Work

Credit: Kristen Morin



Using a Cloud Scrum Tool

Innovations…Pivotal Tracker

I ti T ll



Innovations . . . Trello

Using a Cloud Kanban Tool



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!



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!



YOUR JOURNEY

Which path is right for you?



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.



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



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



Questions?

Additi l R



Additional Resources

• www.scrumu.org

• www.agilemanifesto.org

• www.scrumalliance.org

• www.implementingscrum.com• www.mountaingoatsoftware.com

• www.controlchaos.com

http://www.scrumu.org/




http://www.scrumalliance.org/


http://www.implementingscrum.com/


http://www.mountaingoatsoftware.com/


http://www.controlchaos.com/










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]

mailto:[email protected]












Navigating Higher Ed from Fragile to Agile (242305905)

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