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Agile Methods

“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

Why Confluence

What do we do, how and why?Communications (inward & outward)Project managementGovernance & decision-making

Traditional Methods

Meetings (20+ hours/week)Committees (serving on over 10)E-mails“Strategic Planning”Executive visioning & initiativesAffinity programs

Confluence in an Agile EnterpriseDocumentation(Static & Dynamic):Archive, Knowledge-base, Research & Discovery,Needs Identification & Assessment,

Communication(Push/Distributed & Pull/Centralized):Announcements & Updates, Discussions, Collaboration,

Planning:(Decision-making & Project Management)Requirements Gathering, Budgeting, Readiness,

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Collaboration:315 Contributors, 40,000 views/month

Archive & Knowledge-baseDocumentation/Communication, 478/1yr, 794/2yr

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Documentation/Communication:

Research & DiscoveryDocumentation/Communication, 1081 edits/219 comments

Confluence: Research & DiscoveryDocumentation/Communication, 1081 edits/219 comments

LMS Migration:Loss of support for LMS, New on-line BSN program

LMS Migration:Seven month implementation, $143-306K in savings

The Confluence page on LMS Migration was posted on June 25th, 2007 courses opened in Moodle on January 18th, 2008. 87 Iterations and 18 Contributors

!Chief Information Officer (CIS)

!Director of On-line Learning (CIS)

!Manager, Networking & Telecommunications (CIS)

!Manager, Development (CIS)

!Web Developer (CIS)

!Provost

!Dean, Business & Hospitality

!Dean, Nursing

!Moodle Administrator, Oakland University

Network Replacement:8+ year old network, No service agreement/support

Network Replacement:Eight month implementation, $350K in savings

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.

133 Iterations and 20 Contributors

!Chief Information Officer (CIS)

!Manager, Networking & Telecommunications (CIS)

!Network Administrator (CIS)

!VP Business & Finance

!Vendors: 3Com, CampbellNet Solutions, Cisco, Enterasys, Extreme, HP, Nortel

Other Outcomes: Data Center Build-out!Co-location to ASP model! 1 year, 38 iterations, 1 contributor, $129K in savings.

Emergency Notification System!Messages to e-mail, text, home & office phone, fax, cell.! 4 months, 5 contributors, 18 iterations, $0

Public Address System!Campus-wide audibility for emergencies, campus chimes ! 6 months, 7 contributors, 87 iterations, rides on existing network

Telecommuting!Remote/after hours coverage! 2 months, HR and Union review.

Video Security Cameras!Combines three existing, disparate camera systems! 4 months, 5 contributors, 40 iterations, rides on existing networking

What We Haven't Done:E-Mail for Admitted Students! Functional areas have not defined business rules.

E-Portfolios! Already have a system “resume building tool.”

Extended Help Desk Hours! Functional areas cannot define service levels.

Portal!No business case defined, no project sponsor.

Smartboards!Desired functionality already exists in Powerpoint.

Summer Matriculation! Functional areas cannot define business rules.

Organizational Outcomes

No more Technology Committees.No standing CIS “weeklies.”IM, Confluence (wiki & discussion forums) blogs and RSS replaced email, momos and meetings.Adoption: “opt-in,” no flags planted.Adoption across campus (27 Spaces)Resistance: new technology, non-traditional, openness, privacy, “messaging.”

Thank you...

Patrick Massonmassonpj@delhi.edu

607-746-4670