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					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. At SUNY Delhi, a 3500 FTE college of technology offering
Baccalaureate/Associate’s degrees, we are implementing a variety of Agile
practices: needs analysis and planning through bottom-up or emergent design,
requirements gathering and planning through evidence-based decision-making
and iterative and incremental development and deployment.

While originally implemented within the SUNY Delhi IT department, adoption on
campus has grown with a variety of functional units including, Business and
Finance, The College Association, Alumni, Enrollment, Student Life and even
Academic Departments including the Office of the Provost now participating.

In our discussions, I hope to introduce the concepts behind Agile Methods, the
circumstances for adopting these practices at Delhi, and some of the results we
have seen to date through their use.
No Five-Year Plan, No Advisory
Committees: How do I still have a job?




Patrick Masson
Chief Information Officer
State University of New York
College of Technology at Delhi
    It is not possible to
exactly define Agile Methods


  They promote practices and principles
that reflect an agile sensibility, lightness,
 communication, self-directed teams,
[actions] over documenting, and more.

                                         - Craig Larman,
                  Agile and Iterative Development, 2004
               Agile Methods...


      Agility is the ability to both create and
     respond to change in order to profit in a
         turbulent business environment.

                                               - Jim Highsmith,
                               Agile Project Management, 2002
Cutter Consortium's Agile Project Management Advisory Service
            Agile Methods...

      Agile is an iterative and incremental
(evolutionary) approach... which is performed in
     a highly collaborative manner by self-
     organizing teams with "just enough"
ceremony that produces high quality... in a cost
  effective and timely manner which meets the
        changing needs of stakeholders.

                                    - Scot W. Amber,
                                Agile Modeling, 2007
               Agile Methods...
In the late 1990’s several methodologies began to get
increasing public attention. Each had a different
combination of old ideas, new ideas, and transmuted old
ideas. But they all emphasized close collaboration
between the programmer team and business experts;
face-to-face communication (as more efficient than
written documentation); frequent delivery of new
deployable business value; tight, self-organizing teams;
and ways to craft the code and the team such that the
inevitable requirements churn was not a crisis.

                                         - Agile Alliance
               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.
              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.
                            Agile Principles
   Our highest priority is to satisfy the           Working [services] is the primary
    customer through early and continuous             measure of progress.
    delivery of valuable [services].
                                                     Agile processes promote sustainable
   Welcome changing requirements, even               development. The sponsors, developers,
    late in development. Agile processes              and users should be able to maintain a
    harness change for the customer's                 constant pace indefinitely.
    competitive advantage.
                                                     Continuous attention to excellence and
   Deliver working [services] frequently, from       good design enhances agility.
    a couple of weeks to a couple of months,
    with a preference to the shorter timescale.      Simplicity--the art of maximizing the
                                                      amount of work not done--is essential.
   Business people and developers must
    work together daily throughout the project.      The best architectures, requirements, and
                                                      designs emerge from self-organizing
   Build projects around motivated                   teams.
    individuals. Give them the environment
    and support they need, and trust them to         At regular intervals, the team reflects on
    get the job done.                                 how to become more effective, then tunes
                                                      and adjusts its behavior accordingly.
   The most efficient and effective method of
    conveying information to and within a
    development team is face-to-face
    conversation.
                            Agile Principles
   Incremental Development                          Working [services] is the primary
                                                      measure of progress.
                                                     Agile processes promote sustainable
   Welcome changing requirements, even               development. The sponsors, developers,
    late in development. Agile processes              and users should be able to maintain a
    harness change for the customer's                 constant pace indefinitely.
    competitive advantage.
                                                     Continuous attention to excellence and
   Deliver working [services] frequently, from       good design enhances agility.
    a couple of weeks to a couple of months,
    with a preference to the shorter timescale.      Simplicity--the art of maximizing the
                                                      amount of work not done--is essential.
   Business people and developers must
    work together daily throughout the project.      The best architectures, requirements, and
                                                      designs emerge from self-organizing
   Build projects around motivated                   teams.
    individuals. Give them the environment
    and support they need, and trust them to         At regular intervals, the team reflects on
    get the job done.                                 how to become more effective, then tunes
                                                      and adjusts its behavior accordingly.
   The most efficient and effective method of
    conveying information to and within a
    development team is face-to-face
    conversation.
                            Agile Principles
   Incremental Development                          Working [services] is the primary
                                                      measure of progress.
                                                     Agile processes promote sustainable
   Emergent Design                                   development. The sponsors, developers,
                                                      and users should be able to maintain a
                                                      constant pace indefinitely.
                                                     Continuous attention to excellence and
   Deliver working [services] frequently, from       good design enhances agility.
    a couple of weeks to a couple of months,
    with a preference to the shorter timescale.      Simplicity--the art of maximizing the
                                                      amount of work not done--is essential.
   Business people and developers must
    work together daily throughout the project.      The best architectures, requirements, and
                                                      designs emerge from self-organizing
   Build projects around motivated                   teams.
    individuals. Give them the environment
    and support they need, and trust them to         At regular intervals, the team reflects on
    get the job done.                                 how to become more effective, then tunes
                                                      and adjusts its behavior accordingly.
   The most efficient and effective method of
    conveying information to and within a
    development team is face-to-face
    conversation.
                            Agile Principles
   Incremental Development                          Working [services] is the primary
                                                      measure of progress.
                                                     Agile processes promote sustainable
   Emergent Design                                   development. The sponsors, developers,
                                                      and users should be able to maintain a
                                                      constant pace indefinitely.
                                                     Continuous attention to excellence and
   Iteration                                         good design enhances agility.
                                                     Simplicity--the art of maximizing the
                                                      amount of work not done--is essential.
   Business people and developers must
    work together daily throughout the project.      The best architectures, requirements, and
                                                      designs emerge from self-organizing
   Build projects around motivated                   teams.
    individuals. Give them the environment
    and support they need, and trust them to         At regular intervals, the team reflects on
    get the job done.                                 how to become more effective, then tunes
                                                      and adjusts its behavior accordingly.
   The most efficient and effective method of
    conveying information to and within a
    development team is face-to-face
    conversation.
                            Agile Principles
   Incremental Development                         Working [services] is the primary
                                                     measure of progress.
                                                    Agile processes promote sustainable
   Emergent Design                                  development. The sponsors, developers,
                                                     and users should be able to maintain a
                                                     constant pace indefinitely.
                                                    Continuous attention to excellence and
   Iteration                                        good design enhances agility.
                                                    Simplicity--the art of maximizing the
                                                     amount of work not done--is essential.
   Frequent “Testing”
                                                    The best architectures, requirements, and
                                                     designs emerge from self-organizing
   Build projects around motivated                  teams.
    individuals. Give them the environment
    and support they need, and trust them to        At regular intervals, the team reflects on
    get the job done.                                how to become more effective, then tunes
                                                     and adjusts its behavior accordingly.
   The most efficient and effective method of
    conveying information to and within a
    development team is face-to-face
    conversation.
                            Agile Principles
   Incremental Development                         Working [services] is the primary
                                                     measure of progress.
                                                    Agile processes promote sustainable
   Emergent Design                                  development. The sponsors, developers,
                                                     and users should be able to maintain a
                                                     constant pace indefinitely.
                                                    Continuous attention to excellence and
   Iteration                                        good design enhances agility.
                                                    Simplicity--the art of maximizing the
                                                     amount of work not done--is essential.
   Frequent “Testing”
                                                    The best architectures, requirements, and
                                                     designs emerge from self-organizing
   Bottom-up                                        teams.
                                                    At regular intervals, the team reflects on
                                                     how to become more effective, then tunes
                                                     and adjusts its behavior accordingly.
   The most efficient and effective method of
    conveying information to and within a
    development team is face-to-face
    conversation.
                         Agile Principles
   Incremental Development         Working [services] is the primary
                                     measure of progress.
                                    Agile processes promote sustainable
   Emergent Design                  development. The sponsors, developers,
                                     and users should be able to maintain a
                                     constant pace indefinitely.
                                    Continuous attention to excellence and
   Iteration                        good design enhances agility.
                                    Simplicity--the art of maximizing the
                                     amount of work not done--is essential.
   Frequent “Testing”
                                    The best architectures, requirements, and
                                     designs emerge from self-organizing
   Bottom-up                        teams.
                                    At regular intervals, the team reflects on
                                     how to become more effective, then tunes
                                     and adjusts its behavior accordingly.
   Collaboration
                         Agile Principles
   Incremental Development         Evidence-based


                                    Agile processes promote sustainable
   Emergent Design                  development. The sponsors, developers,
                                     and users should be able to maintain a
                                     constant pace indefinitely.
                                    Continuous attention to excellence and
   Iteration                        good design enhances agility.
                                    Simplicity--the art of maximizing the
                                     amount of work not done--is essential.
   Frequent “Testing”
                                    The best architectures, requirements, and
                                     designs emerge from self-organizing
   Bottom-up                        teams.
                                    At regular intervals, the team reflects on
                                     how to become more effective, then tunes
                                     and adjusts its behavior accordingly.
   Collaboration
                         Agile Principles
   Incremental Development         Evidence-based


                                    No Heroes
   Emergent Design



                                    Continuous attention to excellence and
   Iteration                        good design enhances agility.
                                    Simplicity--the art of maximizing the
                                     amount of work not done--is essential.
   Frequent “Testing”
                                    The best architectures, requirements, and
                                     designs emerge from self-organizing
   Bottom-up                        teams.
                                    At regular intervals, the team reflects on
                                     how to become more effective, then tunes
                                     and adjusts its behavior accordingly.
   Collaboration
                         Agile Principles
   Incremental Development         Evidence-based


                                    No Heroes
   Emergent Design



                                    Honesty
   Iteration
                                    Simplicity--the art of maximizing the
                                     amount of work not done--is essential.
   Frequent “Testing”
                                    The best architectures, requirements, and
                                     designs emerge from self-organizing
   Bottom-up                        teams.
                                    At regular intervals, the team reflects on
                                     how to become more effective, then tunes
                                     and adjusts its behavior accordingly.
   Collaboration
                         Agile Principles
   Incremental Development         Evidence-based


                                    No Heroes
   Emergent Design



                                    Honesty
   Iteration
                                    Just Enough

   Frequent “Testing”
                                    The best architectures, requirements, and
                                     designs emerge from self-organizing
   Bottom-up                        teams.
                                    At regular intervals, the team reflects on
                                     how to become more effective, then tunes
                                     and adjusts its behavior accordingly.
   Collaboration
                         Agile Principles
   Incremental Development         Evidence-based


                                    No Heroes
   Emergent Design



                                    Honesty
   Iteration
                                    Just Enough

   Frequent “Testing”
                                    Openness/Transparency

   Bottom-up
                                    At regular intervals, the team reflects on
                                     how to become more effective, then tunes
                                     and adjusts its behavior accordingly.
   Collaboration
                         Agile Principles
   Incremental Development         Evidence-based


                                    No Heroes
   Emergent Design



                                    Honesty
   Iteration
                                    Just Enough

   Frequent “Testing”
                                    Openness/Transparency

   Bottom-up
                                    Maturity


   Collaboration
                          Agile Practices
   Incremental Development          Evidence Based


                                     No Heroes
   Emergent Design



                                     Honesty
   Iteration
                                     Just Enough

   Frequent “Testing”
                                     Openness/Transparency

   Bottom-up
                                     Maturity


   Collaboration
My experience with Agile
              Medical Illustration
   Worked at UCLA from 1990-1995 as a
    Medical/Scientific Illustrator...
   Developed original artwork for textbooks,
    professional journals, presentations, research...
   Over 100 published illustrations in diverse
    fields: Bio Materials, Dentistry, Neurology,
    Plastics, Public Health, Pulmonary, Surgery,
    and others...
   Latest (Last?):
    Carranza's Clinical Periodontology,
    Saunders; 9 edition (December 15, 2001)
             Programmer Analyst
   As Medical/Scientific Illustration transformed to
    Medical/Scientific Visualization...
   From 1995-1998 worked as a PA developing
    CGI > modeling > simulations > applications...
        Director, UCLA Media Lab
   Implemented practices across the “enterprise”
          Director of Technology,
          SUNY Learning Network
   Introduced Agile Methods for needs analysis,
    requirements gathering, project management
    and IT governance.
   Failed miserably...


     ...more to come.
          CIO, SUNY Delhi
Introduced Agile Methods initially within IT
department, grown to campus-wide adoption
(almost)


“Confluence was a tremendous success for the
budgeting and planning process.”
                                 Dr. Candace Vancko
                                    SUNY Delhi President
                            Spring Forum, Jan. 18th, 2008
                                       (Penn State Alum!)
         Agile Methods...



Agile Methods allow services and systems
     to be modified at the same pace
       as users can articulate them.

                                Patrick Masson
         Agile Methods...



...services and systems to be modified...

    This implies “existing” services.
     Where are the new projects?
           Agile Methods...




...at the pace end users can articulate them?

  Then what role does management play?
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
Exploring “Agile For The Enterprise”
1. Provide leadership and prioritization for the CIS
   managers and their staffs.
2. Learn current priorities and how the day-to-day activities
   are implemented.
3. Adjust task assignments and workload of individual staff
   members.
4. Make structural changes as appropriate.
5. Review of current technology, Technology Master Plan
   including networking, wireless technology, mainframe etc.
6. Development of processes to manage technology for both
   the day-to-day operations and project implementation.
Exploring “Agile For The Enterprise”
1. Provide leadership and prioritization for the CIS
   managers and their staffs.
2. Learn current priorities and how the day-to-day activities
   are implemented.
3. Adjust task assignments and workload of individual staff
   members.
4. Make structural changes as appropriate.
5. Review of current technology, Technology Master Plan
   including networking, wireless technology, mainframe etc.
6. Development of processes to manage technology for both
   the day-to-day operations and project implementation.
Administrators and staffers were
  shocked when the new CIO
declared, 'We're not going to do
      anything for a year.'
                   Report to Cabinet
   Implement formal documentation and communications
    practices
   Determine current CIS operations
       Identify current scope of services (e.g. Help Desk,
        desktop support, instructional design, Banner
        reporting)
       Identify current systems (e.g. networking, software
        deployment, servers)
       Identify current policies and procedures (e.g. service
        level agreements: use, availability, response)
                  Report to Cabinet
   Analyze CIS systems, services and operations
       Define current CIS organizational structure
       Define staff competencies, roles and responsibilities
                  Report to Cabinet
   Develop and implement a project management
    process
       Create needs analysis process
       Create requirements gathering process
       Create resource analysis process
       Create implementation processes
       Create a continuous training program
                Agile Practices
Incremental Development   Evidence Based
Emergent Design           No Heroes
Iteration                 Honesty
Frequent “Testing”        Just Enough
Bottom-up                 Openness/Transparency
Collaboration             Maturity
Documentation and Communication
Traditional Approach:
   Multiple staff meetings
   Email, email, email...
   Help Desk tickets, external only
   After six years...
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...
      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)
         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)
     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
                  Examples
   Compter Information Systems
   Sanford Technology Center Computer Labs
                Agile Practices
Incremental Development   Evidence Based
Emergent Design           No Heroes
Iteration                 Honesty
Frequent “Testing”        Just Enough
Bottom-up                 Openness/Transparency
Collaboration             Maturity
                   Report to Cabinet
   Determine current CIS operations
       Identify current scope of services (e.g. Help Desk,
        desktop support, instructional design, Banner
        reporting)
       Identify current systems (e.g. networking, software
        deployment, servers)
       Identify current policies and procedures (e.g. service
        level agreements: use, availability, response)
    Determine Current CIS Operations
Traditional Approach
   Create a “Three/Five Year Technology Plan”
   Write a “Technology Mission, Vision & Goals”
   Form a “Technology Steering Committee”
   Survey campus community
Determine Current CIS Operations
Agile Approach
    Created Operational Budget: what did we buy,
     who ordered it?
    Identification of Business Units: how do purchases
     align with functions?
    Definition of systems maintained by BU: what
     applications, hardware, operations are undertaken
     (nouns vs. verbs)?
    Identification of stakeholders: who submitted tickets?
    Definition of policies and procedures: what are the
     stakeholders/end-users expectations.
    Determine Current CIS Operations
   Administration                     Administration
   Classroom Technology Services      Data Center
   Computing Support                  Development
   Data Center                        Network Administration
   Data Repository Services           On-line Education
   Development                        Print Shop
   Email                              Service Center
   Networking                         Systems Administration
   On-line Education                  Campus Technology Services
   Print Shop
   Service Center
                                       Project Management
   Systems Administration
                                       Student Computers
   Telecommunications
                                       Telecommunications
   Web Site
   External Service Providers
                Agile Practices
Incremental Development   Evidence Based
Emergent Design           No Heroes
Iteration                 Honesty
Frequent “Testing”        Just Enough
Bottom-up                 Openness/Transparency
Collaboration             Maturity
                  Report to Cabinet
   Analyze CIS systems, services and operations
       Define current CIS organizational structure
       Define staff competencies, roles and responsibilities
           Analyze CIS Systems,
          Services and Operations
Traditional Approach
    Move into alignment with
     Executive Management's vision
    Introduce/implement CIO vision
    Review departmental structure with senior managers
    Re-write job descriptions
    Develop performance plans
           Analyze CIS Systems,
          Services and Operations
Agile Approach
    Business Modeling (UML-ish), Business Intelligence
   Review tickets/work flow
   Identify authorized users on systems
   Map to Operational Budget, Business Units, etc.
   Confluence posts
   Foster self-organizing
                    Examples
   Help Desk Analyst to Desktop Technician
   Programmer Analyst to Service Center
    Manager
   Manger, Campus Technology Services to
    Project Manager
   Organizational structure and staffing mirror
    work flow
                         SUNY Delhi End-Users




                          CIS Service Center

                                                             Protect Management




                                Campus
 Online                                              Systems
            Networking         Technology                                Print Shop
Education                                          Administration
                                Services




                Chief Information Officer / Administration
                Agile Practices
Incremental Development   Evidence Based
Emergent Design           No Heroes
Iteration                 Honesty
Frequent “Testing”        Just Enough
Bottom-up                 Openness/Transparency
Collaboration             Maturity
                  Report to Cabinet
   Develop and implement a project management
    process
       Create needs analysis process
       Create requirements gathering process
       Create resource analysis process
       Create implementation processes
       Create a continuous training program
           Develop and Implement a
         Project Management Process
Traditional Approach
    Top-down implementation of CIO Vision
     (Hey Pat isn't this what you did?)
    Needs Analysis:
      Committees and task forces (49), Marketing and
       research, trends, etc.
    Requirements gathering:
      Focus groups, surveys, project proposals, etc.


    Resource analysis
     Front-loaded planning, Budgeting, Gantt Charts, etc.
    Implementation
        Pilots, “Beta” testing, etc.
           Develop and Implement a
         Project Management Process
Agile Approach
    Needs Analysis:
      User feedback (Confluence postings, service tickets),
       systems monitoring (BI)
    Requirements gathering:
      Confluence, story-telling, use cases,

       organizational/audience analysis (thanks Ken!),
       product/project managers
    Resource analysis
     Readiness Rating Rubric, product backlog
    Implementation
        operations, enhancements, projects

				
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