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Cath Fairlie KS Program Director The University of British Columbia

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.

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Cath Fairlie KS Program Director The University of British Columbia

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  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. Phased Modular Approach Functional Stream Technical 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 • Development Infrastructure • Developers workbench • Procedures • Standards Service Modeling R1 (Infrastructure & Curriculum Development) Contract Design R1 (Infrastructure & Curriculum Development) • Develop Configuration • Application • Configuration Infrastructure • Proof of concept Pilot Program Management & Communications Service Modeling R2 (Domain 2) Software Design & Development R1 (Infrastructure & Domain 1) Adjust plans and repeat for Releases 2/3/4 Contract Design R2 (Domain 2) Release 1 & Implement Test Re-plan / Re-Architect / Implement & Transition to Support

  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 • 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

  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 togetherWe can do it!!

  39. Kuali Project Management Questions? http://www.kuali.org

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