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  • All – introduce ourselves
  • Jim
  • Jim Execution and Monitoring The reality triangle Tools to support the PM disciplines Communication & Collaboration
  • Jim Initiation and Planning KRA/KFS Guiding Principles KS Project Charter Execution and Monitoring The reality triangle Tools to support the PM disciplines Project Resources (building capacity) Communication & Collaboration Sustainment Open Source Misconceptions
  • Jim Andy Cath - Started with a very strong vision and a blank sheet First step was to develop community interest and form the consortium A key part of that was ensuring everyone had the same vision Very different than starting with an existing code base where at least part of the vision is embodied by design or code Another key difference is the size and scope of what we are attempting. 5 year program – estimated cost is $40 million Current team during the startup phase is already at 56 FTEs – wait until we get fully ramped up! That only includes the core project team members, not the many SMEs that we need to involve in the development of the design Community process to ensure KS meets the needs of the broadest possible audience
  • Andy
  • Andy
  • Cath Why do we need to do it differently? A 5 year program requires a lot of planning Complexity and scale of what we are trying to do requires structure and clear project management. Even more so since we are trying to do it with 5-7 different institutional perspectives. We are changing the underlying technical architecture. Re-architecting versus evolving a system requires more up front planning and investment Service Orientation requires an up front investment to achieve the goals of Service modularity Service re-usability  Clear methodology and approach  Architecture First !
  • Cath A structured approach that is easily understood by all stakeholders is essential to ensure program success. Concepts include: Well defined phases of approximately 4-6 months each Clear definition of deliverables at each stage Phase deliverables should be tangible assets. In case of failure of the entire project, there is still value gained and useable deliverables for the investment Ownership of deliverables is clearly defined QA reviews and checkpoints at the end of each phase. Sign off of phase deliverables as complete At the end of each phase, the plans for the next phase will be updated based on the new information available. The plans will remain flexible and are modified to meet the realities of the day Agility, Phases, Timeboxes, and Iterations Also be focusing on Community Development Communications Strategy Commercial Affiliates Strategy Partners Strategy – Tier 3 functionality beyond the scope of our project
  • Jim Quality built into the schedule Who manages which element? Not necessarily linear – 100 developers can’t do the work of 10 developers in 1/10 th of the time.
  • Cath
  • Andy then Jim
  • Andy
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  • Jim Filter by Open issues, critical/blocker issues, by assignee, etc.
  • Jim Drill down to specific issues to see type of issue, status, priority due date, and most important comments on issue….
  • Jim
  • Jim Clear role definitions Development Team Sourcing Tendered Resources Onshore consulting Offshore consulting Backfill for functional resources Training
  • Cath
  • Cath
  • Cath
  • Cath Identifying, analyzing, and responding to project risk. The intent is to minimize the consequences of adverse events, which may prevent the project from meeting its objectives. identify the highest-priority risks and to keep attention focused on them as the project evolves over time. Risk management is a dynamic and proactive process that requires continuous vigilance. Risk Assessment quantifies risk based on a Risk Index. Impact X Probability = Risk Index Risk Mitigation is a set of activities designed to lower the risk index Lower the probability of the risk Lower the impact of the risk
  • Cath
  • Cath
  • Jim - Added Coeus logo
  • Jim Plot of schools and projects. Some overlap and may not be visible....
  • Mellon RIT Retreat - 2008 Kuali Student Status Report Andy - Add bullet on KIT and cross project integration
  • Andy
  • Cath
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  • Jim
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  • Jim Andy Cath – KS Phase 1 completed on schedule: Technical Architecture completed and published - December 2007 Technology Stack Proof of Concept application – December 2007 Application Architecture completed and published - February 2008 Key activities completed to ensure the sustainability of the Kuali Student community: Communication Strategy – January 2008 Current Activities targeted for completion May 2008 (on track) Development Infrastructure Developers Workbench (productivity tools for developers) UX Guidelines & Toolkit Business Rules Management System Design Proof of Concept 2a (tests developers workbench & SOA application design concepts)
  • Jim Likening Kuali to an Amish Barn Raising. Working together, we can accomplish something we can’t do by ourselves. Likewise, we are helping others in their time of need. It’s a community event!
  • Jim
  • Transcript

    • 1. Kuali Research Administration (KRA) Kuali Financial System (KFS) Kuali Student (KS) Project Management Andy Slusar KRA Project Manager Cornell University Jim Thomas KFS Project Manager Indiana University Cath Fairlie KS Program Director The University of British Columbia
    • 2. Effective PM?
    • 3. What is effective PM?
      • According to Project Management Institute:
      • Initiation and Planning
      • Execution and Monitoring
      • Closing – transition to Sustainment
    • 4. Agenda
      • Initiation and Planning
      • Execution and Monitoring
      • Sustainment
      • Open Source Misconceptions
    • 5. KRA/KFS/KS Project Differences
      • Project differences
        • KFS started with IU FIS
        • KRA and the Coeus relationship
        • KS started with a vision
        • Team size/project scope
        • User community differences
        • Rice Evolution/Extraction
      • Effective project management essential to all
    • 6. KFS & KRA Initiation
      • Guiding Principles
      • KFS based on Indiana’s FIS
      • KRA based on MIT’s Coeus
      • Scope Statement is the developments team’s “contract” with functional stakeholders
      • Functional Changes are approved by the respective Functional Council
      • Technical Standards are governed by the Kuali Technical Council (KTC)
    • 7. KFS & KRA Initiation
      • Guiding Principles (cont.)
      • Maximize commonality of business practices
      • Make configurable as much as possible given time and resource constraints
      • Burden of proof falls on advocates for change to show benefits exceed costs
      • All changes subject to “The Reality Triangle”
    • 8. KS Initiation
      • Development of a detailed Project charter
        • Contract between the partners
        • Mission, objectives & vision
        • Technical Architecture guiding principles
        • Functional Scope
        • Development approach (SOAD)
        • Governance & organization
        • Project management methodology - Agile methodology
    • 9. Technical Stream Functional Stream Aug 2007 Oct 2008 Nov 2008 May 2009 July 2009 Aug 2009
      • Application Architecture
      • - Process models
      • ER models
      • High Level Service Models
      • Domain Definitions
      • Technical Architecture
      • Technology proofs
      • SOA standards
      Service Modeling R1 (Infrastructure & Curriculum Development)
      • Development Infrastructure
      • Developers workbench
      • Procedures
      • Standards
      Contract Design R1 (Infrastructure & Curriculum Development) Service Modeling R2 (Domain 2) Software Design & Development R1 (Infrastructure & Domain 1) Adjust plans and repeat for Releases 2/3/4 Program Management & Communications Contract Design R2 (Domain 2) Release 1 & Implement Test Re-plan / Re-Architect / Implement & Transition to Support
      • Develop Configuration
      • Application
      • Configuration Infrastructure
      • Proof of concept Pilot
      Phased Modular Approach
    • 10. Execution & Monitoring - The Reality Triangle
      • Scope
      • (Functional
      • Council)
      Schedule (Time) (Project Mgr) Resources (Capacity) (Board)
    • 11. Execution & Monitoring - The Other Realities COST RISK
    • 12. Execution & Monitoring - Tools
      • Tools in a distributed environment
        • Confluence from Atlassian (wiki pages for documentation, collaboration, etc)
        • Sakai (document sharing, email archive, etc)
        • Omniplan, MS Excel and Project for project plans and Gantt charts
        • JIRA from Atlassian (task tracking)
        • Resource planning sheets (KFS/KRA)
    • 13. Execution & Monitoring - Tools
    • 14. Execution & Monitoring - Tools
    • 15. Execution & Monitoring - Tools
    • 16. Execution & Monitoring - Tools
    • 17. Execution & Monitoring - Tools
    • 18. Execution & Monitoring - Tools
    • 19. Execution & Monitoring - Tools
    • 20. Execution & Monitoring - Building Capacity
      • Project Resources
      • Clear role definitions
      • Developer resources
      • Functional resources
      • Training
    • 21. Execution & Monitoring - Managing Costs
      • Monthly cost reporting by institution, by cost category by program year to Board
        • Detailed
        • Executive Summary
      • Budget/ actual/ forecast reports $$ and FTE counts
      • Variance analysis
    • 22. Execution & Monitoring - Managing Costs
    • 23. Execution & Monitoring - Managing Costs
    • 24. Execution & Monitoring - Managing Risk
      • Identifying, analyzing, and responding to project risk.
      • minimize the consequences of adverse events, which may prevent the project from meeting its objectives.
      • identify the highest-priority risks –focus on them as the project evolves
      • a dynamic and proactive process that requires continuous vigilance.
      • Risk Assessment:
          • Risk Index = Impact X Probability
      • Risk Mitigation:
          • Activities to lower the probability of the risk
          • Activities to lower the impact of the risk
    • 25. Execution & Monitoring - Managing Risk
    • 26. Communications
      • Good project management requires effective communications & collaboration
      • Good communications requires:
        • A strategy and a plan
        • Communication/collaboration tools
        • Effective meetings
    • 27. Collaboration in a Distributed Environment!
    • 28. Collaboration in a Distributed Environment!
    • 29.
      • Collaboration is hard work. It requires:
        • Governance
        • Excellent communications
        • Relationship building – Respect & Trust
        • Commitment
        • Team Goals vs. Institutional Wants
        • Complementary competencies – everyone brings something different to the table
      • Result - more creative solutions
      • KIT – cross project collaboration and integration
      Collaboration
    • 30. Collaboration Tools
      • Blending Collaboration Tools - the right tool at the right time
        • Face to face meetings or workshops
        • Video Conference/Skype video
        • Breeze (Adobe Connect)
        • Telephone / Skype audio conference
        • Chat/IM
        • Email
    • 31. Meetings/Status Reporting
      • In person meetings are a good communication vehicle for reporting status and resolving issues
          • Board
          • Functional Council
          • Technical Council
          • Project Leadership meetings
          • Developer meetings
          • Code Reviews
          • One on ones
          • Face to Face meetings
          • Focus groups
          • Informal
    • 32. Effective Meetings
      • Have an agenda
      • Record Action Items
      • Track and follow up
      • Formation of ad hoc subgroups
    • 33. Sustainment
      • Closing the project involves transitioning to sustainment
      • Kuali projects are rapidly approaching completion and full transition into sustainment model
        • several implementation projects in the works
      • Kuali Foundation Board working aggressively to define a detailed Sustainment model
        • Team structure, resources, capacity
        • Funding model
        • Support processes
    • 34. Open Source Misconceptions
      • Part time developers
      • Not industrial strength
      • Not well tested
      • Hap-hazard governance
      • No documentation
    • 35. Kuali Community Source
    • 36. Kuali Community Source
      • Full Time Dedicated Development Teams
      • Dedicated Functional Resources
      • Built for reliability and scalability
      • Intensive QA/Testing process
      • Structured and well documented governance process
      • Extensive functional and technical documentation
      • Partner Institutions dedicated to the success of Kuali!
      • Commercial Affiliates available to provide expertise
    • 37. How are we doing?
      • KFS
      • KRA
      • KS
    • 38. Working together We can do it!!
    • 39. Kuali Project Management
      • Questions?
      • http://www.kuali.org