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Strategic Planning

Education, Agile, and Scrum
by

Brian Murphy

on 19 March 2014

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Transcript of Strategic Planning

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Individuals and interactions
over processes and tools
Tangible results
over bureaucracy
Transparency
over comprehensive documentation
Responding to change
over following a plan
Trust in our committees
over management
New Strategic Plan
Ratify Education Master Plan
Update Student Services Plan
Develop a Tech Plan
Finish Facilities Master Plan
Comprehensive Program Reviews
Annual Program Reviews
Guiding Statement Changes
Planning is a necessity but...
A lot of planning.
A lot of tracking.
Accomplishment?

Strengths
Weaknesses
Sense of stability
Easy documentation
Unable to change
so plans rarely
fit reality
Outcome:
Follow the plan and
hope there isn't a
change

Or

Ignore the plan
How do we get our heads out of the
planning sand?
Agile Planning and Scrum
Digging in
Scrum
Founded on empirical process control theory or empiricism. Empiricism asserts that
knowledge comes from experience and making decisions based on what is known
. Scrum employs an incremental approach to optimize predictability and control of risk.

Scrum is a framework structured to support complex product development - Educating is complex
Scrum Teams
Scrum is upheld by three pillars
Transparency
Inspection
Adaptation
The Owner is responsible for maximizing the value of the product and the work of the Development Team
The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint. Only members of the Development Team create the Increment.
The Scrum Master serves the Owner, the Developers, and the Organization. She is responsible for ensuring Scrum is understood and enacted.
The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.
The product backlog
is an ordered list of everything that might be needed in the outcome.
It lists all features, functions, requirements, enhancements and fixes that constitute changes to be made to future releases of the outcome
It is never complete
Only reflects what is known
Evolves
The sprint backlog
is the list of items or tasks to be completed during the sprint.
The backlog items are typically broken down into increments of work between 4 and 16 hours.
The development team owns the sprint backlog.
Sprint is an increment of time in which outcomes are achieved. Typically 30 days.
Daily Scrum Meeting
15 minutes, same place, same time
This year's plans
In SPC we use a
waterfall

approach to planning
Sprint Planning Meeting
What will be done
How it will be done
What has been done
What will be done today
What are the obstacles
Scrum Tools
The board
Planning poker
Short meetings
Burndown charts
Implementing Agile and Scrum at FRC
The Take Away
Our plans mix theological, strategic, tactical, and task level planning. There is slow communication between planning levels. Agile planning methods can get us closer to making plans that work and improve FRC. This is a big change and will require a culture shift.

Gold Plating:
The end product has to work.
It doesn't need to be perfect.
When the development team adds features that take
more time to implement than the value they create
, that's gold plating.
From Planning to
Completion
Theology
Strategy
Tactics
Tasks
Vision
Mission
Ethics
Strategic Plan
CPR
Tech Plan
APR?
Why we do
What we do
Who does it
How we do it
Effort required
Can we fund it
What does it
How I do it
Completed work
E-mail
Completed Work
Plan at the appropriate level
Communicate across levels
Empower more people to DO
Strategic Planing Focuses on Four Areas
Academic
Student Support
College Operations
Accreditation and Mandates
Tactics
Committees develop tactics
Committee marshals work effort
Owner seeks funding
Owner delivers completed work to SPC
SPC determines success
Course schedules will be designed to meet FRC's capacity and student demand so that FRC will allocate its teaching resources in proportion to student need.
Strategic objectives
tell a story
Identify what, who for, and why
Example
Strategic objective
Develops tools to:
Determine need
Determine teaching resources
Creates a course schedule
Delivers to SPC
Tactical level
Scheduling committee
Task level
Determine need
Bryon Hughes:
Gathers information to find out how many students there are in each major
Determines average time to completion
Reports back to Scheduling Committee
Fixing the Problem
Prioritize the Strategic Plan
Fewer objectives, revised more often
Empower committees to Do
Require feedback
SPC determines success
Give it a budget
Strategic Planning and the Swing
Full transcript