1. Technology and the Future of the Academe… What’s in your future?

2. 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. 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.

4. Storytelling… Now that you have your good ideas, and you are back home on campus, where would you start, who would you talk to, what would you do?

5. Storytelling… Now that you have your good ideas, and you are back home on campus, where would you start, who would you talk to, what would you do? …And then what would happen?

7. Does your campus have an official IT governance/management process?

8. Does your campus have a prioritization process?

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

10. In the 1994 report the success rate was 16.2 percent, while a recent 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 Why?

11. Three reasons are cited for the improvement in software quality---better project management, iterative development and the emerging Web infrastructure. - Standish Group So, why iterative development in project management?

12. "Managers have a better understanding of the dynamics of a project." Iterative development, Johnson (from Standish Group) said, makes it easier for people to get what they want. "Part of the education process is that people are better able to articulate what they want out of a project."

13. 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

14. 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 system's needs before development begins. The fundamental difference between front- loaded and lightweight approaches used in APM boils down to planning vs. practice.

15. 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. Changes are discouraged and may result in financial penalties.

16. Planning is emphasized to mitigate risk and the key to successful technology development. 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.

17. 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.

18. APM addresses needs for which there is evidence for implementation, rather than perceived or anticipated need.

19. Lightweight approaches accept that change will occur based on new information or technologies. This is why lightweight management practices are sometimes called evidence or event-based processes.

20. APM practitioners argue that there are no new projects. Rather new systems or services are simply extensions of the organization's current scope of services.

21. Small iterations, executed as the environment demands, results in a broader set of services/systems and greater usability among the campus community. Risk is lessened by expanding existing systems that extend current features and functionality.

22. Principles Project Management & Product Management Operational Budgeting vs. Long-Term Budgeting Evidence-Based Decision Making Emergent Design No Projects are New Incremental & Iterative Development Transparency

23. Techniques & Tools & Tactics Project Management & Product Management (do not pass decision making onto a committee) – Organizational & Audience Analysis, Project Goals – Identify Your Project Manager Operational Budgeting – Performance Metrics – Scope of Services – Service Level Agreements

24. Techniques & Tools & Tactics Evidence-Based Decision Making – Maturity Models (cMM) – Readiness RubricsReadiness Rubrics – Emergent Design – Collaborative Practices (use cases & story telling) Incremental & Iterative Development – 3 month/6 month cycles – Project Goals & Decision Gates

25. When you bring this back to your campus, what are the potential barriers?

26. Dominant practice within the sector or a manger’s reference group. Organizational policy and structure biases toward traditional practice. Orientation toward pre-defined accountability and rewards can bias against APM. Understanding - system design and development is an organizationally important activity. The manger just does not like the idea APM and development for any number of rational reasons.

27. Thank You … and Good Luck!!