Kuali Coeus (KC) Kuali Financial System (KFS) Kuali Student (KS) Project Management

1. Jim Thomas KFS Project Manager Indiana University Cath Fairlie KS Program Director The University of British Columbia Kuali Coeus (KC)Kuali Financial System (KFS)Kuali Student (KS)Project Management Andy Slusar KC Project Manager Cornell University

2. Top 10 Crazy Things Overheard from IT Project Managers • 10. “How long will it take us to deal with the unexpected issues?” • 9. “We don’t have time to talk about our communication problems!” • 8. “ All of your assigned tasks are high priority!” • 7. “Can’t our developers just work harder so we meet the deadline?” • 6. “I’m not a people person.” • 5. “Just make it happen.” • 4. “I don’t have time to think” • 3. “Teamwork means everyone does what I say”. • 2. “The software needs to be highly flexible and configurable, but please keep it simple.” • 1. “We’re going to finish the project earlier than expected!”

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 Sustainability Open Source Misconceptions

5. KC/KS/KFS Project Differences • KFS started with IU FIS • KC stared with Coeus • KS started with a vision • Team size/project scope • User community differences • Rice Evolution/Extraction • Effective project management essential to all

6. KFS & KC Initiation Guiding Principles KFS based on Indiana’s FIS KC 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 Roadmap Committee (TRC)

7. KFS & KC 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 - methodology) • Governance & organization • Project management methodology

9. Phased Modular Approach Release 2 Architectural Activities One Time only Release Activities Repeat for each Release

10. Execution & Monitoring -The Reality Triangle Scope Time Resources

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/KC)

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. Commercial Affiliates

29. Collaboration in a Distributed Environment!

30. 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 • KAI/KTI Working Groups – cross project collaboration and integration

31. 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

32. Meetings/Status Reporting In person meetings are a good communication vehicle for reporting status and resolving issues Board Functional Council Technical/Application Roadmap Committees Project Leadership meetings Developer meetings Code Reviews One on ones Face to Face meetings Focus groups Informal

33. Effective Meetings Have an agenda Record Action Items Track and follow up Formation of ad hoc subgroups

34. Sustainability • Closing the project involves transitioning to sustainment • Kuali projects are rapidly approaching completion and full transition into a sustainability model • several implementation projects in the works • Kuali Foundation Board working aggressively to define a detailed Sustainability model • Team structure, resources, capacity • Funding model • Support processes

35. Sustainability They

36. Sustainability The Kuali Foundation will ensure the quality of the code, the viability of the community, and coordination of activities. Commercial Affiliates are available for implementation consulting and ongoing 24/7 support if schools need that. In addition, Kuali provides support mechanisms for the code, through listservs, which will be available through the project teams. Each project will have a sustaining model consisting of "sustaining partners."

37. Open Source Misconceptions • Part time developers • Not industrial strength • Not well tested • Hap-hazard governance • No documentation

38. Community

39. 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

40. How are we doing? KFS KC KS

41. Working togetherWe can do it!!

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