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Leanne McGiveron Development Team Leader Marilyn Moore Web Design & Developer Agriculture Information Technology (AgIT) Purdue University

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ACE/NETC 2003. Leanne McGiveron Development Team Leader Marilyn Moore Web Design & Developer Agriculture Information Technology (AgIT) Purdue University http://www.agriculture.purdue.edu/agit [email protected][email protected] The Agenda. The Disclaimer AgIT’s Situation

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slide1

ACE/NETC 2003

Leanne McGiveron

Development Team Leader

Marilyn Moore

Web Design & Developer

Agriculture Information Technology (AgIT)

Purdue University

http://www.agriculture.purdue.edu/agit

[email protected][email protected]

slide2

The Agenda

  • The Disclaimer
  • AgIT’s Situation
  • The Need
  • The Response
  • The Impact
  • The Future
slide3

The Disclaimer

  • My background is in Adult Education and private sector business management, not computer science.
  • The jargon that you will hear is often my own creation or AgIT specific.
  • This is only one piece of the puzzle
  • This process has been developed specifically for AgIT for use with Purdue Agriculture and Purdue Extension faculty and staff; it has been modified from industry standards.
  • This process continues to evolve. Today’s version will probably change … as we continue to find additional items that we need to control.
  • The credit and success of this process rests with the AgIT Development Team.
slide4
AgIT’s Situation

(The Environment AgIT Development is Working in)

slide5

The Situation

  • Changing Development Environment

Unstructured Development Team (mid-1999)

Enterprise and Rapid Development Teams (mid-2000)

Optimal

Development Team (mid-2001)

slide6

The Situation

  • Changing Development Team

Four Members (mid-1999)

Four to Ten Members (2000)

  • Current
  • 3 Reoccurring FTE
  • 5 Non-Reoccurring FTE
  • 8 Students

Sixteen Members (2003)

???? Members (20??)

slide7

The Situation

  • Changing Development Leadership

Department Head (1999)

Department Head & Operations Manager (late-1999)

Operations Manager & Rapid Development Team Leader (mid-2000)

Team Leader (mid-2001)

Team Leader & Assistant Team Leader (late-2001)

Optimal for 10

Team Leader & Assistant Team Leader Project Coordinator & Design Lead & Program Lead (mid-2003)

3 Week Integration

Still being tested & tweaked

slide8

The Situation

  • Types of Development Projects
      • Application Development (new)
      • Infrastructure Support (released)
      • Consulting
      • Streaming
slide9

The Situation

  • Growing Project Queue Application Development

Note: Beginning in mid-2000, AgIT works on 5-12 projects simultaneously; this does not include project queue.

Currently 43 in queue

Ran w/little to 0 in queue

‘01

‘00

‘99

‘02

‘03

slide10

The Situation

  • Growing Number of Released Projects Infrastructure Support

Currently 78 Supported Projects

2 Supported Projects

‘01

‘00

‘99

‘02

‘03

slide11

The Situation

  • Growing Number of Consulting Projects
    • Web Servers
      • 1999: 1 Web Server (Unix) & 1 Oracle Server
      • 2000: 2 Web Server (Unix & FMPro) & 1 Oracle Server
      • 2003: 5 Production Web Servers (3 Windows, 1 Unix & 1 FMPro), 3 Development & Testing Web Servers, 1 Oracle Server, 1 SQL Server
      • 200?: Integration into University Web Servers
slide12

The Situation

  • Growing Number of Consulting Projects,cont.
    • Web Hosting
      • 1999: Primarily Purdue Agriculture Admin sites and CES sites
      • 2003: Available to Purdue Agriculture and CES
    • Server Access
    • Mentoring Program
    • Code Review
slide13

The Need

The Need

(Issues that We Were - and Are - Struggling with….)

slide14

The Need

  • Areas of Frustration
      • Scope Creep
      • Documentation
      • Client Follow through (lack of)
      • Testing
      • Maintenance
slide15

The Need

  • Our primary needs
    • To gain Control over the development process;
    • To maximize effectiveness; and
    • To find and push all efficiencies
slide16

The Response

The 1st Response

(Sometimes You have to Try Different Things)

slide17

1st Response

  • 1st Response began in April 2002
    • Modifications determined by Leanne and Eric Adams (Assistant Team Leader)
    • Identified short term solutions
    • Required implementation at a moments notice

We just did it!

slide18

1st Response

  • Positioned Team to Maximize Efficiencies
    • Determined individual core competencies
      • Leadership  Politics, Run Interference, etc.
      • Developers are not Designers; Designers are not Developers
      • DBA responsible for all database development

Bottom line – each individual does what they do best;

reallocate other responsibilities to those who enjoy them.

Handout –Organizational Chart

slide19

1st Response

  • Position Team to Maximize Efficiencies, cont.
    • Reorganized development team responsibilities to maximize efficiencies.

2 Project/2 Project Managers

1 Project/Leanne-50%, Eric 50%

Handout – Leadership Responsibilities

slide20

1st Response

  • Documentation of Project Requirements
    • April 2002  Developed Architect Scope
  • Non-Functional Prototype (Wire Frame)
    • July 2002  Prototype MUST occur prior to any development

Handout – ABE Scope Website Example: Microscopy

slide21

1st Response

  • Documentation of Development Process
    • August 2002 – First flow developed
      • 7 steps
    • October 2002 – Second, more in-depth flow
      • 9 steps
    • December 2002 – Third flow
      • 18 steps

Handout –Process Flows

slide22

1st Response

We were gaining control

But, the more control we gained,

the more control we wanted

slide23

2nd Response

The 2nd Response

(Sometimes You have to Try Different Things … Again)

slide24

2nd Response

  • 2nd Response began in January 2003
    • Issues were identified during multiple team meetings; feelings were checked at the door; and we listed everything!
    • Identified long term solutions
    • Implementation occurs when a new project reaches a point where a solution is ready and can be integrated
    • Team consensus and buy-in
slide25

2nd Response

  • Positioned Team to Maximize Efficiencies
    • Continued to explore individual core competencies; began to really push the efficiencies
    • Provide growth opportunities through management, research and coordination

of projects

Handout –Team Structure

slide26

2nd Response

  • Documentation of Project Requirements
    • March 2003  Modified Architect Scope to
  • Non-Functional Prototype (Wire Frame)
    • Continued requirement

Handout – County Template Scope

slide27

2nd Response

  • Documentation of Development Process
    • Moved to a comprehensive Life Cycle
        • Information Gathering/Features and Design
        • System Analysis and Design/Logic Documentation
        • Programming
        • Testing
        • Delivery & Maintenance

Handout –Development Life Cycle

slide28

The Impact

The Impact

(The Impact has been Far Greater than We Anticipated)

slide29

The Impact

  • Control
      • When the programming begins, we can be confident that we have gathered all requirements; thus allowing us to fully focus on the product and not second-guess ourselves.
      • Major customer modifications can be better dealt with in a professional manner; eliminating any tendencies by staff or client for finger pointing. We have signed documentation to support our processes.
slide30

The Impact

  • Control
      • Integration into a full team environment was a smooth transition. When new staff join the team, we are able to quickly and efficiently organize; new staff was developing on their first afternoon.
      • Interpersonal, team building, and communication skills continue to increase among staff.
      • The team is able to shift priorities and direction within minutes.
slide31

The Impact

  • Control
      • Clients feel that they have a greater control over their project. This leads to greater interaction with the process, as well as more timely follow through.
      • We continue to see a steady customer repeat rate.
      • The client knows they are part of the team and that their ‘voice’ counts.
slide32
Control
    • More positive acceptance of standardization (i.e., VSS, written documentation, etc.)
    • Faster integration into new technologies, as well as team assistance with the learning curve.
      • ASP.Net
      • SQL Server
      • XML
      • C Sharp
slide33

The Impact

  • Control
      • We have observed lower stress levels, increased job satisfaction, decreased absenteeism, an individuals willing to put in the extra effort.
      • Increased team interaction is very noticeable; which leads to increased trust among members.
      • ‘Turfing’ among development staff continues to decline.
slide34

The Impact

  • Control
      • When people feel that they have control, they are better able to organize their work; have a better understanding of the ‘big’ picture; and are more willing to work together.
      • All of this leads to our ability to provide a solid product to the customer in a timely basis.
slide35

The Future

The Future

(We are Not Quite Done Yet ….)

slide36
Inheriting Services
      • Streaming – New in May 2003
  • Integration into Purdue ITaP Resources
      • Co-Development of Projects
      • Servers
      • Security
      • Interwoven
      • WebSphere/J2EE
slide37

The Future

  • Continue to get our arms around other issues
      • Policies, Procedures and Guidelines
      • Standardization
      • Management of Consulting Project
        • Server Access Form
        • Web Hosting Form
        • Change Request Form

Website Examples: Policies & ProceduresWeb Services

slide38
Continue to get our arms around other issues, cont.
      • Project Classification
      • Maintenance Agreements
      • Training for in-house developed applications
      • Movement of Support to User Services
slide39

ACE/NETC 2003

Leanne McGiveron

Development Team Leader

Marilyn Moore

Web Design & Developer

Agriculture Information Technology (AgIT)

Purdue University

http://www.agriculture.purdue.edu/agit

[email protected][email protected]

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